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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
VU
Lecture 27
BUILDING THE TEAM
Leaders need to put extra efforts to convert individuals into a performing team.
Turning Individuals into Team Players:
It starts with the selection of right type of people, training them and linking the performance with
proper reward system.
"NONE OF US IS AS SMART AS ALL OF US"
o  When teams operate effectively, they can solve more problems, make better decisions and be
more creative.
o  "Team are unique; dynamic, complex and ever changing." - Ken Blanchard, author of "the one
minute manager".
Leadership success requires: An understanding of group behavior. The ability to tap the constructive
power of teams
Team Building
Get the right people.
o
Determine the Challenge.
o
Prepare the Team Leader.
o
Train.
o
Add value.
o
See the Big picture.
o
Build and Support the Team
o  Leadership Skills
o  Team Building Strategies
o  Team Logistics
Team Building:-The Team Leader's Responsibility
A good team leader
o  Fosters communication among team members
o  Seeks to build bonds among team members (work together, meet together, get to know
each other)
o  Creates positive environment for collective problem solving and support; creates
atmosphere in which differing opinions are valued but in which clear decisions can be
reached
o  Is alert to cliques, bickering, etc. and acts to address them; maintains atmosphere in which
sexual, racial, ethnic, national or other harassment is not acceptable
o  Monitors individual staff members for signs of stress and provides basic support
o  Models good individual stress management practices
o  Seeks to base expatriate/staff interactions on mutual respect, transparency, and partnership
Team Building:-The Organizational Responsibility
o  The Organization identifies team-building skills as an essential qualification for prospective
managers
o  The Organization trains staff and managers in team work skills (e.g., conflict management)
o  The Organization helps build team cohesion (e.g., through common experiences such as
safety and security training)
o  The Organization regularly reviews team functioning and has policies for addressing the
problems of dysfunctional teams and of staff members who have difficulty functioning in
their team
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Leadership & Team Management ­ MGMT 623
VU
Strategies for Team Building
o  Establish common goals
o  Understand each others role in the Team
o  Find occasions to celebrate
o  Recognise effort
o  Improve communication
Factors Affecting Teams
o  Work Design
o  Team Composition
o  Context
o  Process
Let's discuss individual factor
Work Design:
Autonomy
Task
Feedback
Work design play important role in the performance of a team. Kind of autonomy, task itself and the
feedback system in organization related to the work design are essential ingredient of work design.
Team Composition
 Ability
 Personality
 Roles
 Size
 Flexibility
Selection of right team members is the starting point for the success of any team. Type of team member
personalities matching with the type of task they are going to perform, clear role identification, size of
team and role and flexibility with in the working relationship of the team members are the essential
components of team composition that play important role in the effectiveness of a team. Similarly other
factor like context and process affects the performance a team.
Context
 Resources
 Leadership
 Performance evaluation and rewards
Process
 Common purpose
 Specific goals
 Team worth
 Conflict management
 Avoid social loafing
Building the Team
o  Get them together
o  Keep them informed ­ vacuums tend to fill with negativity
o  Keep them involved ­ the working groups ­ make it their project too
o  Ensure everyone sees themselves, understands their role in the "new world"
o  Don't focus on differences, focus on similarities
o  Add value to individuals and you multiply team effectiveness.
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Leadership & Team Management ­ MGMT 623
VU
o  Impart Spiritual life on a daily basis.
o  Value added to cohesion stimulates synergism.
o  Remove Ineffective Members
o  Define Purpose
o  Define Time Line
o  Have regular review against goals
o  Begin with smaller assignments and test at higher levels
o  A Weak Link can destroy your team.
o  Stronger members identify the link.
o  Stronger members have to help.
o  Stronger members begin to resent.
o  Stronger members become less effective.
o  Stronger members begin to question the leader's ability.
o  Facts you must accept.
o  Not everyone will take the journey.
o  Not everyone can take the journey.
o  Will not work on personal weaknesses.
o  Will not work with the rest of the team.
o  Can not fulfill the expectations of their area.
o  As a Leader you are a catalyst within the team to move it ...
o  Increase the value of every member.
o  Increase individual commitment to shared values.
o  Remind them of the Big Picture.
o  Uplift other team members.
Leadership success requires:
An understanding of group behavior. The ability to tap the constructive power of teams. "Team are
unique; dynamic, complex and ever changing." - Ken Blanchard, author of "the one minute manager".
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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