ZeePedia Add to Favourites   |   Contact us


Leadership and Team Management

<<< Previous LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail? Next >>>
 
img
Leadership & Team Management ­ MGMT 623
VU
Lesson 04
LEADERSHIP (CONTD.)
We will continue discussing the concepts of leadership. If you check dictionary for definition of Lead,
Leader and Leadership you will find the following answers.
Dictionary Definitions:-
Lead:
"To guide, steer, pilot, point, or show the way"
"To cause someone to do something"
Leader:
"One who leads"
"Person in control"
Leadership:
"The quality notable in leaders"
"Set of characteristics that make a good leader"
Leaders are Effective When?
Leaders' effectiveness depends on the achievements of group/team goals, when internal processes are
smooth and group/team is working as a cohesive team. Effectiveness can also be seen when team/group
adapt to external forces. An organization achieves its goals when the leaders of an organization will be
more effective. A leader is effective when team/group is effective and vice versa. Leader and followers
are both important and depend on each other for effectiveness.
Can a leader fail? Yes, some time we see leaders who are not effective or not-good do fail in achieving
their goals.
Characteristics of Leaders Who Fail
Rude and unapproachable: if the leader will act rudely and is unapproachable to employee.
He will fail to achieve organizational goals because due to his/her this behavior participative
environment can not created within organization.
Cold and arrogant: if the leader will be proud of himself, no one wants to work with him. And
also if he or she has no feeling about others, nobody will be agreeing to work with this type of
arrogant person.
Untrustworthy: without trust, leaders can not perform well in the organization.
Teams/Groups/Organizations always grow when they have trust on each others and a
trustworthy leader is very essential for the success of a team. If leader is untrustworthy, the
probability of his/her failure will be high.
Self-centered and political: if the leader will create or involve in political environment in the
organization, he/she will lose the ground because politics can not work in the organization
especially if leader is involved in political activities. Especially when a leader is self centered
and interested only in personal benefits the result will be a mess and failure and out put will be
zero.
Poor performers: Team always depends on its leader. Leader is mentor, role model, coach
and sets the example for others. So if the leader of team will be poor performer, team can not
achieve the goals.
Unable to delegate:  In this competitive environment of participations, the leader must
delegate the power and authority to downwards for achieving the organizational goals in more
efficient and effective manner. So if the leader will not delegate the power and authority to
others or his subordinates, he will lose and that will be the failure of leader.
9
img
Leadership & Team Management ­ MGMT 623
VU
W h y L e a d e r s F a il?
In sen sitive , a b ra sive , b u llyin g style
C o ld , a lo o f, a rro g a n t
B e tra ya l o f p e rso n a l tru st
O v e rly a m b itio u s
S pe cific perfo rm an ce pro b le m s
M ic ro -m a n a g in g -- d o e s n o t b u ild a te a m
U na b le to se le ct go od su bord inates
So are they "bad"
or
Bad leadership defined ...
"in-effective" Leader?
"Bad leadership falls into two
categories: bad as in ineffective and
bad as in unethical. Ineffective
leadership fails to produce the
desired change while unethical
leadership fails to distinguish between
right and wrong."
- Barbara Kellerman -
What do we mean by "bad" ... if a person (leader) is Corrupt, Evil, Brutal, Disrespectful,
Incompetent, Irresponsible, Destructive Unethical, Mean, Dangerous, Immoral or Ineffective than
one can say he/she is a bad leader.
Bad leadership defined ...
"Ineffective leadership is the inability to build and maintain a group that performs well relative
to its competition."  - Robert Hogan ­
Causes of bad leadership
There are two key sources which are Traits and character.
"Leaders behave badly because of who they are and what they want."
­ Barbara Kellerman -
Leadership is not automatic it must be earned through trust, confidence, competence, consistency,
integrity, and vision
Leadership Managerial Roles
In this competitive environment the style of management has also changed. Now the organizations are
working in more competitive environment, more flat structures, depends on more functional teams lead
by a leader.
Managerial Roles
Leaders are managers too but not necessary that all managers are leaders. Leaders need to play
managerial role too. Management roles refer to specific categories of managerial behavior.
a.
Interpersonal roles included figurehead, leadership, and liaison activities.
Figurehead
When they represent the organization, signing official document, informally talking to
people and attending out side meetings, presiding the meetings and ceremonial events etc
they are playing the role of figurehead.
10
img
Leadership & Team Management ­ MGMT 623
VU
Leader
Leader is responsible for giving instruction, coaching, hiring, training, motivating, and
evaluating performance etc and these are responsibility of a leader.
Liaison
When interacting with people outside their organization, attending professional meetings,
serving on committees, visiting and meeting people to keep in touch, all these role are kind
of liaison on behalf of his/her team or organization.
b.
Informational
roles
included
monitoring,
disseminating,
and
spokesperson
activities.
Monitor
Gather information, reading reports, publication etc, talking to others in meeting inside or
outside the organization, observing etc
Disseminator
They send information, instruction, orally or written and play the role of disseminator.
Spokesperson
Provide information outside the organization, answering queries, letters, reporting
information to govt. etc.
Decisional roles included those of entrepreneur, disturbance handler,
resource allocator and
c.
negotiator.
Entrepreneur
Good leaders are always famous for innovation and creativity. When innovate and initiate
improvement (through monitor), developing new ideas, new product & service, procedures,
tools etc
Disturbance handler
Taking Corrective action during crises, uncertainty, breakdown, labor issues, strike,
material crises, or any others
Resource allocator
Allocating and distribution of resources (financial, space, equipment, material, HR etc)
Negotiators
They represent organization at different levels, with competitors, customers, clients,
employees, Govt etc
Leadership and management are closely related but with distinguishable functions. As discussed earlier,
leaders are managers but not necessary that all managers are leaders. There are distinct differences
among them if we compare a leader from a manager.
Leaders Vs Managers
Leaders
Managers
­
Administer
Innovate
Maintain
­
Develop
Control
­
Inspire
Have a short-term view
­
Take the long-term view
Ask how and when
­
Ask what and why
Imitate
­
Originate
Accept the status quo
­
Challenge the status quo.
Do things right
­
Do the right things
11
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