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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
Lecture 44
Leadership in the Future: The goal of this Lecture is to integrate some of the main ideas presented
throughout these lectures, and to project current trends and issues into the future. Our main focus was to
understand leadership, team dynamics and integrating these concepts into leadership and team
We are working in dynamic environment and many forces micro and macro affects this whole process.
People work in organizations, team, and groups to achieve certain goals. To achieve goal and increase
efficiency and effectiveness all need to work together but leaders play important role.
Successful Leaders
o  Challenge the process
o  Inspire a shared vision
o  Enable others to act
o  Model the way
o  Encourage the followers
o  Change agent
o  Take followers to the destination
Qualities of Leaders:
Concern for Others
Becoming a Leader:
Think like a leader
Share your vision
Develop your judgment
Adapt your style
Build leadership traits
Pick the right followers
Build your power base
Organize tasks properly
Three Competency of a Leader:
o  Leading the organization
o  Leading others
o  Leading oneself
For the success of organization/team whole responsibility is not only on leaders but it also depend on
team itself.
Attributes of High-Performance Teams
o  Future focused
o  Focused on task
o  Creative talents
o  Rapid response
Why Rely on Teams
Compared with individuals working alone, teams tend to
o  Make better decisions
o  Make better products and services due to more knowledge and expertise
Leadership & Team Management ­ MGMT 623
How Do We Measure Team Effectiveness?
o  Productivity
o  Cohesion
o  Learning/ growth & development
o  Integration with the rest of the organization.
Benefits of Teams
The creation of a whole greater than or equal to the sum of its parts
Why Teams Are Good for Organizations
o  More resources for problem solving
o  Improved creativity and innovation
o  Improved quality of decision making
o  Greater commitments to tasks
o  Increased motivation of members
o  Better control and work discipline
o  More individual need satisfaction
The Three Big Strategic Questions:
o  Where are we now?
o  Where do we want to go?
o  How do we get there?
Based on these question one can develop strategies. Today's leaders are also strategic leaders. In the
changing environment, it is becoming even more important to act fast and adjust the strategies in
response to change forces.
Forces for Change:
o  new technologies
o  political, economic, financial conditions, world market
o  customer demands, changes in competition
o  re-engineering, costs
o  revision of plan/objectives, communications
o  employee turnover, changes in work practices
Six Tips to Help You Enhance Your Creativity:
o  Open Your Mind - Have one new experience every day; no matter how small.  New
experiences stimulate the brain and help you make new and original connections; critical for
boosting breakthroughs.
o  Diversify - Involve others in your problem-solving efforts who bring a different perspective or
cultural experience than yours.
o  Mental Floss ­ Relax; Stress, exhaustion, boredom and even pain can block our pathways to
o  Stop Looking For the Right Answer - Look for many right answers.
o  Discover Your Creative Rhythm - Start paying attention to when you get your best ideas.
o  Health Makes Wealth - Regular exercise not only benefits your body, it boosts brain
performance as well.
(Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A).
Remember! Change is not an event. It is a process.
"Those Who Wish To Sing, Always Find A Song."
­ Swedish Proverb
Leadership & Team Management ­ MGMT 623
If you don't like something, change it. If you can't change it, change the way you think about it.
­ Unknown creative
Ethical behavior is the display of moral attributes
o  Judgment
o  Behavior
o  Self-discipline
o  Character
However, what "ethical behavior" really boils down to in its simplest form is: Knowing the difference
between right and wrong and behaving accordingly
Ethical Leadership
Leadership is a process whereby an individual inspires a group to achieve a common goal by the power
of their integrity and wisdom.
What Do We Know?
o  On the average, leaders are more energetic, motivated, intelligent, and self-confident
o  Traits are important, but no single trait defines leadership
o  Power is key to leadership; its use and function in organizations is changing
o  A contingency view is key to understanding and predicting leadership effectiveness
o  Teams are changing leaders' roles
o  An emotional bond between leaders and followers is one of the key factors to changing
o  Leaders must clarify their vision
o  Upper level, strategic leadership has distinct characteristics
o  Culture must be an integral part of any understanding of leadership
o  Faith/trust of followers on leaders and vice versa is the key to success
o  Effective and efficient communication is another important area
o  Continue learning, responding change and creativity must be the important point in leadership
and team management
o  Efficient use of technology
o  Responsive to all stake holders and ethical norms
o  Linking performance to rewards
What We Might Not Know?
o  Role of traits
o  Understanding the impact of the organizational context
o  Full impact of culture at various levels
o  Human behavior of diverse team members
Current Organizational Trends
o  Budget Cuts
o  Restructuring, downsizing, right-sizing
o  Flattened structures
o  Doing more with less
o  Constant change
o  Increasing diversity among staff and customers
o  Increased teamwork and strategic alliances
o  Political influences
o  New leadership
o  Others?
Keeping in view these and other new trends are shaping up structure of new organization and tools and
techniques of leading those organizations also will take up new shapes. But the basic concepts of
leadership and team dynamics will continue and will need to integrate these with the changing
environment of future.
Leadership & Team Management ­ MGMT 623
Changes in Organizations
o  Structural changes
o  Changing demographics
o  Globalization
o  New work ethic
o  Learning and knowledge
o  Technology
o  Need for flexibility
o  Fast-paced change
Consequences for Leadership
o  New roles for leaders; emphasis on followers
o  Understanding differences and culture
o  Understanding global issues
o  Accommodating different working styles
o  Continuous training and leading knowledge workers
o  Learning to manage change
o  Remaining flexible
o  Create a fit between individual needs and organizational goals
o  Human Relation
What Should Leaders Do?
o  Self-awareness
o  Global perspective
o  Understand organizations
o  Flexible and open
o  Continuous learning
o  Strive for balance
o  Human Skills
Future of Leadership
Three Pillars of Leadership
o  Having a Vision
o  Managing Implementation
o  Building Relationship with followers
Looking to the Future
o  Leaders with a global perspective
o  Leaders with an integrated view of organizations
o  Leaders must remain flexible and open to change
o  Leaders who are committed to continuous learning
o  Leaders who achieve a personal balance
o  Delegate and Nurture
o  Empower followers through democracy and consensus, remembering consensus leads to synergy
o  Relate to all people in the organization. Be demanding but connect with subordinates to build
o  Encourage Ownership
o  Pursue learning for all members of the team
o  Build Teamwork
o  Have Fun
Leadership Essentials
Listen, Learn, Help, Lead"
It is not going to be easy ride but with determination, learning, with vision and team work they can have
impact and achieve effectiveness and efficiency.
Table of Contents:
  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
  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