LEAD SMALL TEAMS

LO 1
LEADERSHIP
1.1 DEFINITION OF LEADERSHIP

 Leadership is a process by which a person

influences others to accomplish an objective and
directs the organization in a way that makes it more
cohesive and coherent.
 Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal.
 Leaders carry out this process by applying their
leadership knowledge and skills. This is called
Process Leadership
• The leader can be influenced by his or hers
attributes or traits, such as beliefs, values,
ethics, and character
1.2 INGREDIENTS OF LEADERSHIP

 Four Factors of Leadership

1. Leader
2. Followers
3. Communication
4. Situation
1. Leader
You must have an honest understanding of who
you are, what you know, and what you can do.
2. Followers
Different people require different styles of
leadership. For example, a new hire requires
more supervision than an experienced
employee.
 The fundamental starting point is having a
good understanding of human nature, such as
needs, emotions, and motivation. You must
come to know your employees' be, know, and
do attributes.
3. Communication
You lead through two-way communication. What
and how you communicate either builds or
harms the relationship between you and your
employees.
4. SITUATION

 All situations are different. What you do in one

situation will not always work in another. You
must use your judgment to decide the best
course of action and the leadership style
needed for each situation
1.3 TRAIT APPROACHES TO LEADERSHIP

 Traits of a Good Leader

 Honest — Display sincerity,
integrity, and candor in all your
actions.
 Competent — Base your actions on
reason and moral principles.
 Forward-looking — Set goals and
have a vision of the future.
 Inspiring — Display confidence in
 Intelligent — Read, study, and seek
challenging assignments.
 Fair-minded — Show fair treatment to all
people.
 Broad-minded — Seek out diversity.
 Courageous —Display a confident calmness
when under stress.
 Straightforward — Use sound judgment to
make a good decisions at the right time.
 Imaginative — Make timely and appropriate
changes in your thinking, plans, and
methods.
1.4 LEADERSHIP BEHAVIORS AND STYLES
 Attributes of Leadership
If you are a leader who can be trusted, then
those around you will grow to respect you. To
be such a leader, there is a Leadership
Framework to guide you:
 BE KNOW DO
 BE a professional. Examples: Be loyal to the organization, perform
selfless service, and take personal responsibility.
 BE a professional who possess good character traits. Examples: Honesty,
competence, candor, commitment, integrity, courage, straightforwardness,
imagination.
 KNOW the four factors of leadership — follower, leader, communication, situation.
 KNOW yourself. Examples: strengths and weakness of your character, knowledge,
and skills.
 KNOW human nature. Examples: Human needs, emotions, and how people respond
to stress.
 KNOW your job. Examples: be proficient and be able to train others in their
tasks.
 KNOW your organization. Examples: where to go for help, its climate and culture,
who the unofficial leaders are.
 DO provide direction. Examples: goal setting, problem solving, decision making,
planning.
 DO implement. Examples: communicating, coordinating, supervising, evaluating.
 DO motivate. Examples: develop morale and esprit de corps in the organization,
train, coach, counsel.
LEADERSHIP STYLES

 Leadership style is the manner and approach

of providing direction, implementing plans,
and motivating people.
 The three major styles of leadership are
1. Authoritarian or autocratic
2. Participative or democratic
3. Delegative or Free Reign
1. AUTHORITARIAN (AUTOCRATIC)

This style is used when leaders tell their

employees what they want done and how they
want it accomplished, without getting the
advice of their followers
2. Participative (democratic)
This style involves the leader including one or
more employees in the decision making
process (determining what to do and how to
do it).
3. DELEGATIVE (FREE REIGN)

 In this style, the leader allows the employees

to make the decisions. However, the leader is
still responsible for the decisions that are
made. This is used when employees are able to
analyze the situation and determine what
needs to be done and how to do it
FORCES

 A good leader uses all three styles, depending on

what forces are involved between the followers,
the leader, and the situation. Some examples
include:
 Using an authoritarian style on a new employee who
is just learning the job
 Using a participative style with a team of workers
who know their job
 Using a delegative style with a worker who knows
more about the job than you.
FORCES THAT INFLUENCE THE STYLE TO BE USED INCLUDED

 How much time is available.

 Are relationships based on respect and trust or on disrespect?
 Who has the information — you, your employees, or both?
 How well your employees are trained and how well you know
the task.
 Internal conflicts.
 Stress levels.
 Type of task. Is it structured, unstructured, complicated, or
simple?
 Laws or established procedures such as OSHA or training plans.
SELF-CHECK
 LO 2
LEADERSHIP TECHNIQUES
 2. LEADERSHIP TECHNIQUES
2.1 Assign duties and responsibilities to team member’s
 Individual duties and responsibilities within the team

 Members work interdependently and work towards both personal and team goals,
and they understand these goals are accomplished best by mutual support .

 Members should feel a sense of ownership towards their role in the

team.
 Members should work together and use their talent and experience
to contribute to the success of the team's objectives.
 Members base their success on trust and encourage all members to
express their opinions, varying views, and questions.
 Members make effort to be honest, respectful, and listen to every
person's point of view.
 Members should offer their skill, knowledge, and in turn each
member is able contribute to the team success.
2.2 SET PERFORMANCE EXPECTATIONS FOR TEAM MEMBERS

They came away with the following conclusions:

 A clear elevating goal — they have a vision

 Results driven structure — visions have a business goal

 Competent team members with right number and mix

 Unified commitment — they are a team, not a group

 A collaborative climate — aligned towards a common

purpose
 High standards of excellence — they have group norms

 Principled leadership — the central driver of excellence

TEAM LEADERSHIP MODEL

 Hill's Team Leadership Model

THE FOUR LAYERS OR STEPS IN THE TEAM LEADERSHIP MODEL

1. Top layer: Effective team performance begins with

leader’s mental model of the situation and then
determining if the situation requires Action or just
Monitoring?
2. Second Layer: Is it at an Internal or External
leadership level?
3.Third layer: Is it Task, Relational, or an Environmental
intervention? Select a function depending on the type of
intervention. See the next section for explanation of
Function Interventions.
4. Bottom layer: Correctly performing the above three
steps creates high Performance through Development
TEAM LEADERSHIP FUNCTION INTERVENTIONS

Internal Task Functions

 Focus on goals by clarifying and/or getting agreement
 Restructure plans, processes, roles, etc. in order to gain
desired results (process improvement)
 Guide the decision-making process so that better
information is obtained, coordination is better, focusing
on issues, etc.
 Train members through both formal and informal means
 Assess performance an confront when necessary
INTERNAL RELATIONSHIP FUNCTIONS

 Coach team members

 Use more collaborative methods to involve all
team members (this survey includes questions to
determine if the environment is collaborative)
 Manage conflict
 Build commitment and esprit de corps through the
use of ethos leadership
 Satisfy team members' needs
 Model what you expect from your team members
EXTERNAL ENVIRONMENTAL FUNCTIONS

 Network to increase influence and gather information

 Advocate by representing your team so that it shows
them at their best
 Get support for your team by gathering resources and
recognition for your team
 Buffer the team from environmental distractions
 Assess the environment through surveys and other
performance indicators to determine its impact on the
organization
 Share information with the team
2.3 SUPERVISE TEAM PERFORMANCE

 A person's motivation depends upon two

things:
• A person's motivation depends upon two
things:
1. The strength of certain needs
2. The perception that taking a
certain action will help satisfy those needs
 The following guidelines form a basic view of
motivation . They will help guide your decision
making process:
1. Allow the needs of your team to coincide
with the needs of your organization
2. Reward good behavior:- Although a
certificate, letter, or a thank you may seem
small and insignificant, they can be powerful
motivators.
 INSPIRING YOUR EMPLOYEES
 Three main actions will aid you in accomplishing this:
1. Be passionate
2. Get your employees involved in the decision making
process: People
3. Know what your organization is about
 2.4 PRESENT ASSIGNMENT INSTRUCTIONS AND CLIENT
PROFILE
 Giving Instructions Clearly
Here are suggestions for giving orders and instructions
effectively:
1. Preparation
2. Consideration
3. Presentation
4. Attitudes
5. Follow-up
1. Preparation:-what orders to give, separate that
session from the actual giving of instructions or
orders.
2. Consideration:– Check on the team member’s
time and workload before directing any change in
procedure or priority.
3. Presentation:– Give instructions in a logical
sequence and in clear, concise language geared to
the team member’s intelligence and education
4. Attitudes:– “Ask” rather than “tell,” but make it
clear you expect compliance with your request.
5. Follow-up:– Check on compliance with your
HOW TO GIVE INSTRUCTIONS TO YOUR TEAM
Steps
1. Plan based on "What your team must be able to do as a result of your instructions?"
2. Organize the instructions in a form of a flowchart this will help your team members
follow the exact sequence in which the activity needs to be carried out.
3. Develop checklists and templates that will enable your Team in carrying out what
has been instructed.
4. Schedule a meeting with your team.
5. During the meeting first state the objective, importance and the scope of the
meeting.
6. Describe the process flowchart in detail.
7. Give information on any additional inputs that will help your Team in performing
each task.
8. Give inputs on resources needed to perform the task like, equipment, tools,
templates, etc.
9. Once you finish giving the instructions ask someone to repeat the instructions and
tell them to explain how they will carry it out.
10. Confirm if your team has understood the instructions.
 CLIENT OR CUSTOMER PROFILE

Acustomer profile is an outline of the type of

customer likely to purchase your product.
To build a customer profile you could ask a focus
group some of the questions listed below and carry
out questionnaires.

1. What is the age range of potential customers?

2. What are the most likely occupations of potential
customers?
3. What are the general likes /dislikes of potential
customers?
 2.5 FOLLOW UP COMMUNICATION

Communication and Leadership

 Communication is the exchange and flow of information
and ideas from one person to another.
The Communication Process
There are three steps
1. Thought: First, information exists in the mind of the
sender. This can be a concept, idea, information, or
feelings.
2. Encoding: Next, a message is sent to a receiver in words
or other symbols.
3. Decoding: Lastly, the receiver translates the words or
symbols into a concept or information that he or she can
SELF-CHECK
 LO 3
Counseling skill
 3. COUNSELING SKILL

 Counseling is talking with a person in a way that

helps him or her solve a problem.
 It involves thinking, implementing, knowing
human nature, timing, sincerity, compassion, and
kindness.
 Leaders must demonstrate the following qualities
in order to counsel effectively.
1. Respect for employees:- It includes an
awareness of a person's individuality by
recognizing their unique values, attributes, and
skills.
2. Self-Awareness — This quality is an
understanding of yourself as a leader.
3. Credibility — Believability is achieved through
both honesty and consistency between both the
leader's statements and actions.
4. Empathy — or compassion entails
understanding a subordinate's situation.
Counseling Steps

1. Identify the problem.

2. Analyze the forces influencing the behavior.
3. Plan, coordinate, and organize the session.
4. Conduct the session using sincerity, compassion, and kindness
5. During the session, determine what the worker believes
causes the counterproductive behavior and what will be
required to change it.
6. Try to maintain a sense of timing of when to use directive or
nondirective counseling.
7. Using all the facts, make a decision and/or a plan of action to
correct the problem.
8. After the session and throughout a sufficient time period,
evaluate the worker's progress to ensure the problem has
indeed been solved.
 There are two types of counseling

1.Directive:- In directive counseling, the counselor

identifies the problem and tells the counselee
what to do about it.

2. nondirective:- means the counselee identifies

the problem and determines the solution with the
help of the counselor.
 HINTS FOR COUNSELING SESSIONS:
 Let the person know that the behavior is undesirable,
not the person.
 Let the person know that you care about him or her as a
person, but that you expect more from them.
 Do not punish employees who are unable to perform a
task.
 Counseling sessions should be conducted in private
immediately after the undesirable behavior. Do not
humiliate a person in front of others.
 Ensure that the employee understands exactly what
behavior led to the counseling or punishment.
 Do not hold a grudge. When it is over, it is over! Move on!
SELF-CHECK