UPP 6033

Dynamics of Leadership
Led by: Assoc. Prof. Dr. Yusof bin Boon
Let’s watch a video.
 2/2021

Team Leadership
Presented by: Group 4

Lee Chai Ming

Joeseph Ho Zu Xu

Mastura Syamimi Abdullah

 01 Introduction

02 Group vs Team

03 Characteristics of effective teams

TABLE OF 04 Types of teams

CONTENT 05 The roles of team leaders in supporting creativity

S 06 Determinants of effective team decisions

07 The roles of team leaders in group decision

08 Proficiency levels of team leadership

09 Conclusion
Definition
Must be able to build cohesive
and productive work and project
teams in order to achieve the
required outputs, either as a work
unit or as a component within the
organisation.
Key Words: Managing Meetings; Inspiring Team
Members; Facilitating and Supporting.
 01
Introduction
 Leadership and Team

● Are the warp and woof of the dynamic fabric of organisations. One cannot exist
without the other in an organisational environment activated by a constellation of
teams. These teams are essentially temporary organisations with specific objectives,
resources, and timeframes
● The tactical objectives and strategic goals of the organisation are accomplished
largely through team effort.
● Are driven by critical soft skills
 Team
“A collection of individuals who are interdependent in their tasks, who share
responsibility for outcomes, who see themselves and who are seen by others as an intact
social entity embedded in one or more larger social systems” (Cohen & Bailey, 1997).

Salas, Goodwin & Burke (2009) reasoned that a team allows professionals to integrate
their different ideas, viewpoints, and expertise. Teams have the potential to adapt to
changing situations and to improve knowledge, products, and services successfully.
For more than two decades, research and practice have
shown that teams are essential for various organisations in
adapting to the ever-changing, competitive, and
increasingly complex working environment.

(Kozlowski & Ilgen, 2006)

 Leadership

Is defined as social problem solving, where leaders are responsible for:

(a) diagnosing any problems that could potentially impede group and
organizational goal attainment
(b) generating and planning appropriate solutions
(c) implementing solutions within typically complex social domains
(Fleishman et al., 1991; Mumford et al., 1993; Zaccaro, Marks, O’Connor-
Boes, Costanza, 1995)
Behavioural indicators of a team leader:
1. Values the contribution of all team members.
2. Focuses own efforts on working with the team to achieve the desired results.
3. Participates in activities that lead to a sense of identity on projects.
4. Motivates and inspires others to self-empowerment and self-respect.
5. Evaluates performance of the team in order to ensure the achievement of the team’s
objectives.
02
Group vs Team
Let’s watch a video.
 CONCEPTS

Group Team
focus on individual implies a sense of shared
performance and goals, and mission and collective
reliance on individual responsibility
abilities (share responsibility)
(work independently)
 Groups

• Individuals who observe themselves as a social entity, interconnected through

common tasks and the undertaking of diverse roles.
• Individuals are often integrated within huge social systems such as business
organisations (Alderfer, 1977; Hackman, 1987; Guzzo & Dickson, 1996).
 Team

Teams have a collective mentality that focuses on:

(1) sharing information, insights, and perspectives
(2) making decisions that support every individual to do his or her own job
better
(3) reinforcing each other’s individual performance standards
 Team Group

✔ Shared mission ✔ Varies values

✔ Collective responsibility ✔ Commitment varies
✔ Strong commitment ✔ More independent
✔ Common goals or tasks ✔ Strong leader
✔ Shared leadership roles ✔ Individual accountability
✔ Individual & mutual accountability
✔ Equality
✔ Good for the whole
 03
Characteristics of
Effective Teams
Effective team
derives from several fundamental
characteristics (Stephen, Andrea & Michelle,
2001).
Let’s watch a video.
 1: They communicate well with
each other.

They communicate openly with each other, sharing their thoughts, opinions, and
ideas with members of their team;  as well as taking into consideration what others
have to say. Communication is essential for keeping track of progress and working
together efficiently on tasks. Poor communication can lead to crossed wires, which
can mean work is left incomplete/incorrect or conflicts can arise.
 2: They focus on goals and results.

They agree on and set team goals based on outcomes and results, rather than just on
the amount of work being done. A clear plan can then be set about how they are
going to achieve these objectives, as a group, as well as each individual’s
contribution. This provides them with clear direction and gives them something to
aim for collectively.
 3: Everyone contributes their fair
share.

Each member of the team contributes their fair share of the workload and fully
understands what their responsibilities are and where they fit in with the running of
the business. They feel a sense of belonging to the team, are committed to their
work, and really care about the success of the company.
 4: They offer each other support.

Team members are always happy to assist others when they need a helping hand
with work. Teams are often more productive when they are also offered support
from the organization and access to the required resources.
 5: Team members are diverse.

Everyone is unique and will be able to offer their own experiences and knowledge
that others may not possess. Diversity is needed so that all of the required skills are
covered by somebody in the team and each individual can be assigned a particular
role on the basis of their strengths and skills. A variety of personalities, age groups,
cultures, etc. can also bring creativity and a broad range of ideas to the table.
 6: Good leadership

A strong team usually has a leader that they trust and respect. This individual essentially works
as the glue holding the team together and should be responsible for setting the pace, offers
encouragement and motivation, and keeps all members of the team updated.
 7: They’re organised.

The organization is essential for the smooth running of a business. Without it, the
workplace can become chaotic and goals are unlikely to be achieved. Though each
individual should be responsible for organizing their own workload, management
should ensure that everything is running to plan and each member of the team is
getting their work completed efficiently. Holding regular meetings can help to make
sure that everyone is on the same page and deadlines are being met.
 8: They have fun.

It shouldn’t be all work and no play! This can lead to burnout and a lack of

productivity, so it’s important to inject a bit of enjoyment into working life. Teams
who work particularly well together enjoy each other’s company and get together
outside of the office from time to time to socialize and have some fun! Building a
positive relationship with your colleagues can make for a much more relaxed
environment and reduce conflict.
 04
Types of Teams
 From the same department

Functional Teams
Discuss to improve the quality, efficiency and
work environment

Same hierarchical level but from

different work areas
Types of Teams Cross-functional Teams

Can be from outside the organization

Self-managed Teams From different department who take on

responsibilities of their formal supervisors
Skill Set Required of a High Performance Team

■Technical expertise

■Problem solving and decision making skills

■Interpersonal skills
 Team Creativity

■ The process of generating new ideas, products, processes, or services

■ The creation of valuable, useful new products, services, ideas, procedures,

or processes by individuals working together in a complex social system

■High use of creativity

– More valuable than great financial resource
– Organizations survive and thrive
– Important for Self-Managed Teams
 Adequate resources

4 Organizational Practices
Flexibility that Support Team Recognition & Reward
Creativity

Support climate and culture

 05
The Roles of Team
Leaders in
Supporting Creativity
 Members matched

Autonomy for members

Four Team
Leader Practices
That Support
Creativity

Protection against “Creativity

Blockers”

Adequate time & money

 Blocks to Creativity
■ Functional fixedness
– One way to do something

■ Lack of technical expertise

■ High levels of technical expertise & experience

– Can lead to relying on past solutions

■ Evaluation of ideas
– Creative people don’t like to have their ideas and creations evaluated

■ Extrinsic motivators

■ Lack of autonomy & control

 Steps to Improve Creativity

■ Brainstorming

■ Analogies
– Seeing one thing as something else

■ Encouragement by leaders
– Reward success
– Never punish failure

■ Form diverse problem-solving groups

■ Ensure the proper level of technical expertise in problem-solving groups

 How to Lead Creative Followers

■ Set goals – Use high participation in goal setting

■ Provide adequate resources

■ Reduce time pressures – But keep followers on track

■ Consider nonmonetary as well as monetary rewards – Monetary rewards can be seen as

“controlling”

■ Recognize that creativity is evolutionary, not revolutionary

 Team Decision Making

Advantages ■ Disadvantages

– Improved quality – Take longer

– Diffusion of Responsibility – Not necessarily better

– Better understanding – May be:

• Self serving
– Higher commitment • Contrary to organization’s best
interest
• Team defensive response
06
Determinants of effective
team decisions
 5 Determinants of Effective Team
Decisions

Team Size and Team

Composition Cohesiveness
Member’s
Status

Member’s Traits and Quality of

Values Leadership
07
The roles of team leaders in group
decision
 Team Leaders

- first-wave management
- additional control
- influence and build relationship
- motivate
- give instruction and monitor performance
- MAKE THINGS HAPPEN!
 What is Decision Making?

- centred on goal accomplishment

- mission and vision fulfillment
- team building
- success
- profit making
 What is Group Decision Making?

- A type of participatory process

- multiple individuals acting collectively
- analyse problems
- evaluate alternative
 Group Decision Making Methods

- Brainstorming
- Dialetical Inquiry
- Nominal Group Technique
- Delphi Technique
 Leadership Among Team Leaders

NOT
formal position
power
authority
behaviour
personality traits
 Leadership Among Team Leaders

IS
inclusive
ongoing
strategic
productive
positive
goal-oriented
 Role of Team Leaders in Group Decision

- Motivational and Inspirational

- Skilled relationship between builders and
mediators
- liaising between management and people and
management
08
Proficiency levels of team
leadership
 LEVEL 1

• Ensures that groups have all the necessary information and explains
reasons for a decision.
• Creates the conditions that enable the team to perform at its best (e.g.
setting clear direction, providing appropriate structures, getting the right
people).
• Sets a good example by personally modeling desired behavior.
 LEVEL 1

• Expresses positive attitudes and expectations of the team and team

members.
• Displays willingness to learn from others, including subordinates and peers.
• Solicits ideas and opinions to help form specific decisions and plans.
• Publicly credits others who have performed well.
• Provides the resources and tools for teams to complete their tasks.
 LEVEL 2

• Recognizes the value of using teams to accomplish work-unit or the

departmental objectives.
• Acts to build team spirit for purposes of promoting the effectiveness of the
group or business process.
• Discusses progress of projects periodically with the team to ensure the
goals and objectives of the team can be accomplished.
 LEVEL 2
• Encourages groups to work together by agreeing the goals, processes,
tasks and completion of tasks.
• Applies group process skills to assist the team achieve their results.
• Recognizes and praises the team for their effort and achievements.
• Acts to promote good working relationships regardless of personal likes
and dislikes.
• Encourages the achievement of results through teamwork, co-operation
and collaboration.
 LEVEL 3

• Uses complex strategies such as team assignments, cross training, etc.,

to promote team morale and productivity.
• Encourages teamwork through the use of appropriate verbal and non-
verbal messages.
• Creates an environment that encourages open communication amongst
team members.
 LEVEL 3

• Creates an environment that encourages collective

problem solving amongst the team members.
• Seeks consensus among diverse viewpoints as a means of
building group commitment.
 09
Conclusion
 Conclusion

• We do not need to have all the good qualities to be good

leader.
• Listen and communicate.
• if you are a leader, you inspire by becoming a
demonstrator.
 Conclusion

• You can always walk fast when you are alone, you can
always go far when you are in a group.
• Alone we can do so little, together we can do so much.
(Helen Keller).
 Q&A
/
Discussion
 Question 1
Define teamwork and explain how to
overcome various challenges to
group success.
 Question 3
Describe several different leadership
styles and their likely influence on
followers.
 Thanks!
Do you have any questions?
You may send enquiries to:
lee.ming@graduate.utm.my
+60 1116568319

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