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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
VU
Lesson 16
BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?
Leadership is the exercise of influence by one member of a group or organization over other members
to help the group or organization achieve its goals. Formal leaders have formal authority to influence
others by virtue of their job/position responsibilities.  Informal leaders lack formal authority but
influence others by virtue of their special skills or talents.
Becoming a Leader:
The leaders of a group, team or organization are the individuals who influence others behavior. Leader
effectiveness is the extent to which a leader actually does help a group, team or organization to achieve
its goals. Leaders are either appointed by someone external to the group and they are elected by group
members themselves. Some people take up role of leader by using their influences. With the passage of
time, you can see that leadership will emerge over time. The group members will assess with in the
group that who is leader worthy. In this situation, communication style will play a dynamic role. A
group member can become a leader if he or she has following qualities/skills;
Share your vision
Think like a leader
Adapt your style
Develop your judgment
Pick the right followers
Build leadership traits
Organize tasks properly
Build your power base
Foundations of Leadership:
Vision:
Leaders must have, and be able to communicate a vision. Leaders must make the followers see what the
organization can become and the success that can be achieved. A Leader must be effective that actually
does help a group, team or organization to achieve its goals. An effective leader helps achieve goals. An
ineffective leader does not.
Mission Statement:
Every organization needs a mission statement, which is a statement of the purpose of an organization.
The mission statement addresses the question: What is the organization's reason for being in business?
It broadly outlines the organization's future course and communicates "who we are, what we do, and
where we are headed. Mission Statement describes purpose of the organization;
WHAT ­ is expected to be achieved
WHY ­ is it worthwhile
HOW ­ it can be done
Defines Core Values
Objectives:
Objectives are desired outcomes for individuals, groups, team or entire organizations. The leaders have
to provide objectives--specific results that he or she wants the group to achieve. Planning is the first
management function, but by providing direction, a manager becomes a leader.
Direction:
A leader must provide a direction for achievement of the objectives to his or her followers that can
work toward. A vision is especially important in today's volatile business environment.
Steps to Leadership: The following are the key steps to leadership:
Identify what is happening (identifying areas requiring leadership)
Account for what is happening using behavior science theories and concepts
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Leadership & Team Management ­ MGMT 623
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Formulate leader actions based on your knowledge of how to motivate employees and how to
resolve and manage inter-group conflicts
Leading: Leaders must choose a style to suit the situation in organization to achieve the goals;
Employee oriented: a leader may have an employee oriented style for its effective working with in
the group and team.
Participative: a leader may have participative style to motivate other group members to involve in
other organizational activities or to motivate employees to support each other in the achievement of
organizational goals.
Job centered: a leader may have job centered style to play a hub role in the organization.
Autocratic: a leader may have autocratic style according to the organizational environment exits.
The other factors also play a dynamic role to achieve the organizational role. A leader must;
Influence organization culture: as we know that the culture is the set of values, norms and beliefs
define by the organization environment or management, a leader must influence on the organizational
culture for making a congenial working environment.
Motivate: Motivation is a frequently used but poorly understood in term dynamics. There are over 140
definitions of the term motivation that have been used in various capacities. Motivation is important
because it explains why employees behave as they do. Leaders need to understand this so that they must
motivate the employees towards the organizational goals.
Influence communication: Communication is one of the most important processes that take place in
organizations. Effective communication allows individuals, groups, teams and organizations to achieve
their goals and perform at a high level, and it affects virtually every aspect of organizational behavior.
Communication is good or effective when members of organization share information with each other
and all parties involved are relatively clear about what information means. So leader must focus on the
organizational communication. Good communication prevents many problems from occurring and
serves the following functions in an organization.
Influence the group: A leader must have influence on the group or team to achieve the organizational
goals. If the leader loses the influence on group or team he or she me lose the game.
Have leadership traits and power: There are so many traits of leader ship which can not be explained
and varies from person to person and style to style? But each leader must make sure the achievement of
organizational goals in a best way.
Three competency of a Leader: there are three competency of leader;
Leading the Organization:
Leading the organization and put the organization on right path through setting vision, direction and
strategy. They also involve in problem solving and decision making. They keenly observe the
prevailing politics in the organization and influence other team members. Leaders always try to create a
change culture in the organization. For this purpose they take the risks and innovates the new things in
the organization by enhancing business skills and knowledge.
Leading others:
One of the leader's competencies is leading and managing others. In the organization, a leader manages
the effective teams and groups for achievement of organizational objectives by building and
maintaining a working relationship between them. They motivate other and build the trust on team
members. One of the major tasks of leader is to develop other, which is more important factor. They set
a reward system in the organization and mostly link it with the performance or achievement of goals.
Leading oneself:
This is also very important to leading one self. It is the responsibility of the leader to adopt the changes
prevails in the environment. They also increase the self awareness for himself that what is going on in
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Leadership & Team Management ­ MGMT 623
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the surroundings of the organization. They always try to lean as more as they can. They also develop
the culture of ethics and integrity with in the organization.
Developing adaptability, increasing self-awareness, managing yourself, increasing capacity to learn,
exhibiting leadership stature, displaying drive and purpose, developing ethics and integrity.
Leaders always know about their strengths, weakness, opportunities, challenges and know who they are
as an individual. They also know that "Positions do not possess leadership characteristics, only people
possess leadership characteristics."
"Leadership is not a matter of luck. The harder you work, the luckier you are."
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Table of Contents:
  1. INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  11. TRANSACTIONAL, CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:Visionary Leadership
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature