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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
VU
Lecture 38
LEADING TEAM
Leading a team is very important. We have discussed different topics regarding leadership and team
dynamics. Leading team mean to apply all those concepts, principles, techniques in real world and that
has different effects depending upon the type of team and situation.
Attributes of High Performing Teams:
o  Performance outcomes
o  Specific, shared purpose and vision
o  Mutual, internal accountability
o  Coordinated, shared work roles
o  Inefficiency leading to efficiency
o  Extraordinarily high quality
o  Creative continuous improvement
o  High credibility and trust
o  Clarity of core competence
o  Participative leadership
o  Shared responsibility
o  Aligned on purpose
o  High communication
o  Future focused
o  Focused on task
o  Creative talents
o  Rapid response
Why Work Teams Fail?
o  Teams cannot overcome weak strategies and poor business practices.
o  Hostile environment for teams.
o  Vague or conflicting team assignments.
o  Inadequate team skills training.
o  Poor staffing of teams.
o  Team tries to do too much too soon.
o  Too much emphasis on results, not enough on team processes and group dynamics.
o  Unanticipated obstacle causes team to give up.
o  Resistance to doing things differently.
o  Poor interpersonal skills.
o  Lack of trust.
Why Do Teams Fail?
o  Wrong design
o  Leadership misfit
o  Internal conflict
o  Isolation
o  Lack of time
o  Excessive member turnover
Leading Teams
Two critical factors play important role in leading teams
o  Developing credibility and influence
o  Establishing a motivating vision and goals
Developing Credibility
o  Demonstrating integrity
o  Being clear and consistent
o  Creating positive energy
o  Building a base of agreement
o  Using one-sided and two-sided arguments appropriately
o  Encouraging team members to help them personally improve
o  Sharing information
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Leadership & Team Management ­ MGMT 623
VU
Team Leadership and Goals (SMART Goals)
o  Specific
o  Measurable
o  Aligned
o  Realistic
o  Time-bound
Team Membership:
Team members not only need clear goals, they needs roles to help facilitate task accomplishment and
group cohesion.
Motivating Individuals
o  Listen to people
o  What are their interests and goals?
o  What are their dreams?
o  What are their needs?
o  Communicate how doing what you want them to do will help them achieve their goals, dreams and
needs
o  Make it happen
o  Follow-through is critical
Acting as a Leader
o  How can understanding acting theory help you to motivate others?
o  How can you transform an encounter into motivation?
o  How do you "act" as a leader?
Providing Team Leadership
Leading teams requires new skills
o
o  E.g., patience to share information, trust others, give up authority, and knowing when to
intervene
o  Team leaders need to focus on two priorities
 Managing the team's external boundary
 Facilitating the team process.
Leading teams requires new roles
o
o  Liaisons with external constituencies
o  Troubleshooters
o  Conflict managers
o  Coaches
Leading/Managing Effectively
o  Support
o  Technology
o  Information/Communication System
o  Selection of Team Members
o  Training/Learning
o  Rewards
o  Leadership
According to contingency approach No "one best way" to Lead. Effectiveness varies depending on the
particular situation
Team Leadership Structures
o  Traditional
o  Participative
o  Flat
o  Consultant
o  Teams need to choose a structure that models how they want to behave
Traditional Model
o  Strong leader who directs the actions
o  May have little participation or discussion from team
o  Separation between leader and other team members
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Leadership & Team Management ­ MGMT 623
VU
Participative Model
o  Leader positioned closely to all members
o  Short, direct communication
o  Direct accountability of the leader to all members
o  Dependence on leader on team's participation
Flat Model
o  Emphasizes leader's role as a working team member
o  Leader is an equal to the team, not above
Consultant Model
o  Leader is not part of the team and will be nearby to serve as a resource
 Advise team
 Technical Consultant
Leadership Demands and Duties
Effective leaders must be:
o  Director and motivator
o  Implementer and innovator
o  Mentor and team builder
o  Expert and moral force
o  Organizer and developer of people
o  These challenges bring satisfaction and appreciation
Model the Way
Inspire a Shared Vision
Challenge the Process
 Grab the initiative
 Make challenge meaningful
 Innovate and create
 Look outward for fresh ideas
Experiment and take risks by constantly generating small wins and learning from mistakes.
 Initiate incremental steps and small wins
 Learn from mistakes
 Promote psychological hardiness
Enable Others to Act
o  Foster collaboration by promoting cooperative goals and building trust.
o  Create a climate of trust
o  Facilitate positive interdependence
o  Support face-to-face interactions
o  Strengthen others by sharing power and discretion.
o  Ensure self-leadership
o  Provide choice
o  Develop competence and confidence
o  Foster accountability
Leader Actions that Foster Teamwork
Structure/Policy
Own Resources:
o  Open, physical workspaces.
o  Define team mission.
o  Team recognition and rewards.
o  Develop norm of cooperation.
o  Initiate ritual, ceremony and tradition.
o  Emphasize pride in excellence.
o  Open-book management.
o  Model teamwork behavior.
o  Select team-oriented members.
o  Consensus decision maker.
o  Use appropriate technology to enhance
o  Set performance standards.
teamwork (i.e., groupware).
o  Encourage positive competition.
o  Encourage use of jargon.
o  Solicit feedback on process.
o  Empower, not micromanage.
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Leadership & Team Management ­ MGMT 623
VU
Leader-Member Exchange:
o  Leaders develop different and unique relations with individual team members.
o  Leaders do not use the same leadership style with all team members, rather they treat individual
team members somewhat differently.
Principles of Leadership Effectiveness:
o  Know yourself. You cannot be an effective leader without knowing your own strengths and
weaknesses.
o  Be a role model
o  Learn to communicate with your ears open and your mouth shut.
o  Know your team and be a team player.
o  Be honest with yourself as well as to others
o  Do not avoid risks.
o  Believe in yourself.
o  Take the offense rather than the defense.
o  Know the ways of disagreement and the means of compromise.
o  Be a good follower. Effective leaders lead as they would like to be lead.
Effective Leadership
o  Look at the task and decides what his/her role is
o  Acquire the knowledge to do the job effectively
o  Brief others well to do their jobs and what the limits of their authority are
o  Delegate decisions and responsibilities where possible
o  Are fair and consistent
o  Are prepared to accept criticism
o  Help others without doing the job for them
o  Act as resource people
o  Make decisions where necessary without prevarication
o  Understand how leadership operates in a group situation
o  Are aware of and sensitive to individual needs within the group or team
Leadership Direction
Leaders should not command excellence, they should build excellence
o  Involve those participating in developing solution
o  Ensure the "6 W's"
o  Who will do what?
o  Who does it involve?
o  What is going to be done?
o  When does it start?
o  When does it end?
o  Where will it take place?
o  How will it take place?
o  Why should it be done?
o  What will happen if it's not done?
o  Effective execution
o  Pre-determine task
o  Supporting structure in place
o  Allocate necessary resources
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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