Chapter 11

MOTIVATION,
LEADERSHIP, AND
TEAMS

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 “The price of
greatness is
responsibility.”
Sir Winston Churchill

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 OBJECTIVES

 Describe what motivates team players

 Identify the characteristics of effective
leadership
 Identify leadership styles
 Describe ways to develop leadership skills
 Define a team and its function
 Identify the characteristics of team players
 Describe the elements of successful
presentations and meetings

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MOTIVATION

 Motivation: an internal drive

that causes people to behave in
a certain way to meet a need
 Motivation comes from within
 There are several factors that
contribute to motivation (not
just monetary)

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TALK IT OUT

What motivates you at

work or at school?

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MOTIVATION
Maslow in the Workplace
Self-actualization—Expand Skills

Esteem—Recognition/Respect

Social—Informal Groups

Safety—Job Security/Environment

Physiological—Basic Wages

Figure 11-1

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MOTIVATION

 McClelland’s Theory of Needs

 Achievement
 Power
 Affiliation
 Victor Vroom’s Expectancy
Theory
 Behavior based on outcome

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MOTIVATION

 Only you can motivate you

 Others can only provide a
motivating environment
 When having an nonproductive
day
 Use self-talk and your goals to get
back on track

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LEADERSHIP

 Leadership: the process of one

person guiding (influencing) one
or more individuals toward a
specific goal
 We are all leaders
 Leaders are not just managers and
supervisors
 Not all bosses are leaders

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 LEADERSHIP
 Primary leadership styles:
 Autocratic leaders: authoritarian,
they make decisions on their own
Democratic leaders: make
decisions based upon input from
others
 Laissez-faire leaders: allow team
members to make their own
decisions without input from the
leader
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TALK IT OUT

If the room was on fire,

how would each type of
leader direct his or her
employees?

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 LEADERSHIP
 Effective leaders display characteristics
that make them stand out
 Work well with others
 Trustworthy
 Ethical
 Focused
 Visionaries
 Excellent communication

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 BECOMING A LEADER
 Be prepared to lead
 Learn new skills
 Join committees
 Train
 Attend workshops
 Volunteer to serve on a team
 Get involved in community activities

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TEAMS AND PERFORMANCE

 Synergy- two or more

individuals working together
toward a specific effort
 Teams-a group of people linked
to a common purpose
 In a team setting, members share
accountability and responsibility

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TEAMS AND PERFORMANCE
Types of Teams

 Formal: developed within the formal

organizational structure
 Functional (within a department)
 Cross-functional (different
departments)
 Informal: individuals who get
together outside the formal structure
 Virtual teams: function through
electronic means

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TEAMS AND PERFORMANCE
Stages of Team Development

FORMING

ADJOURNING STORMING

PERFORMING NORMING

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TEAMS AND PERFORMANCE
Stages of Team Development

 Forming stage: getting to know and

form initial opinions about team
members
 Storming stage: some team members
begin to have conflict with each other
 Norming stage: team members accept
each other and overcome the conflict
 Performing stage: team works on task
 Adjourning stage: team completes
task and brings closure to the project

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CHARACTERISTICS OF A TEAM MEMBER

 Know team goals and

objectives
 Every activity should
contribute to team goals and
objectives
 Team member
characteristics:
 Trustworthy
 Performer
 Efficient
 Communicator 18
CHARACTERISTICS OF A TEAM MEMBER

 Brainstorming: a problem-solving
method that involves identifying
alternatives that allow members to
freely add ideas while other
members withhold comments on the
alternatives

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CHARACTERISTICS OF A GOOD TEAM
MEMBER - Teams & Conflict

 Do not make assumptions

 If you disagree with the team, voice
your opinion and state why
 If the team decides to go in a direction
other than what you wanted, respect
and support the team’s decision

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CHARACTERISTICS OF A TEAM
MEMBER - The Problem Member

 Trust as a foundation
 Do not dump work on others
 Work around a lazy team member
 Team will eventually dismiss a
poor performer
 Address performance issues in a
respectful and diplomatic manner

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MEETINGS

 A meeting is a common form of

team interaction and workplace
communication
 Types of meetings:
 Informational
 Discussion driven
 Decisional
 Combination
 Formal or informal

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MEETINGS

 Meeting agenda: an outline of major

topics and activities that are scheduled
to be addressed during a meeting
 Normally distributed to all attendees prior
to the meeting
 Read agenda prior to meeting
 Notify person in charge of meeting if you
would like item placed on agenda
 If you are presenting, plan ahead and
prepare handouts for each attendee if
necessary
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MEETINGS

 Face-to-face meetings
 Most common
 Arrive early
 Do not sit at head of table unless invited
 Meeting Chair: individual in charge
of meeting
 Roberts Rules of Order: a guide to
running meetings (also called
Parliamentary Procedure)

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 TEAM PRESENATIONS

 Steps to successful team presentations:

 Agree on the presentation goal
 Create a presentation outline
 Discuss and agree upon verbal, visual, and support
content
 Each member needs to take responsibility
and be accountable to each other
 Each member must communicate, share
duties, and behave in a respectful and
professional manner

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