Contents 1
1. What is a Team ?
3 Key Issues
2. Leadership:
Definition
Questions
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Summary Checklist
Practical Team Leadership
Interventions …
How do I perform
Leadership in Teams
Contents 2
3. Leadership Styles
1. Choices:
Telling
Selling
Consulting
Delegating
Joining
2. Advantages and Disadvantages
3. Influence, Affect and Choice.
4. Barriers to sharing Leadership
AIMS & OBJECTIVES
AIM:
To allow delegates an opportunity
to practise and discover Team Leadership
and leadership style in a practical way using
a series of outdoor activities.
OBJECTIVE
1. To define Successful Team
Leadership.
2. To look at Leadership style.
3. Discover what you want from a Team
Leader.
4. Have fun while learning and working.
WHAT IS A TEAM?
Types of Groups
Synergy = The combined effect of parts that exceed their individual effects.
TEAMS: THREE KEY ISSUES
• LEADERSHIP
• TRUST
• IDENTITY
LEADERSHIP
Involving...providing:
1. Focus.
2. Direction.
3. Inspiration.
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Effective Leaders empower team
members.
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What do you want a leader to do to
effectively lead you?
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Can anyone become a good leader?
What do you want an Effective Team Leader to be ?
Some common answers:
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Someone who is focused on objectives.
Recognised my talents and gives me the
freedom to use them.
Respected me as a person.
Was disciplined when confusion arose.
Initiated ideas
Communicated clearly and regularly, and
kept me informed.
Give me clear, direct and fair feedback on
my performance / contribution.
Leadership 1
To lead you have to use all the lists consistently.
Leadership is not the need for power, it is
the need to put in place committed people
working to a common goal.
Summary checklist for undertaking Leadership...
MANAGE YOURSELF:
so as to show example and earn respect.
KNOW WHERE YOU ARE GOING:
and set challenging targets.
SHARE YOUR VISION:
by tull two-way communication.
INVOLVE STAFF:
involve your staff early in the process and
gain their commitment.
ORGANISE RESOURCES:
so that the team can operate at its best.
TAKE CHARGE:
as and when the situation requires it.
PASS LEADERSHIP TO OTHERS:
when they have something
Leadership 2
PRACTICAL TEAM LEADERSHIP
What a Leader must DO:
Have clear and shared goals.
Listens and acts.
Recognises talent.
Seeks views and feedback.
Initiates ideas
Apply standards
What Members must DO:
Gives commitment
Listens to diverse views.
Takes responsibliity
Expresses veiws openly.
Actively participates.
Encourages others.
In good teams, members take on responsibility
for their own tasks, helping others and giving
good Leadership when required as a team
member. This is a far cry from dumping
Leadership on the appointed leader.
Leadership 3
5 INTERVENTION LEVELS.
LEVEL 1: Clarity of Objectives.
This is the first intervention level. Allow the
Team to work against clear objectives and
criteria of success. Giving as and when required.
LEVEL 2: Motivation.
This is an encouragement level, helping the team with
appropriate positive comments on their progress
against original intent. If there is a problem move to
Level 3 Challenge.
LEVEL 3 :Challenge.
To ask specific questions which will influence the team in a
specific way. Question should first identify the problem by
gathering information. However, providing sufficient latitude
for the team to make choices even mistakes on occasions.
LEVEL 4: Tell.
This should be exercised with caution as it may generate
low commitment to the solution. Where there is obvious
experience and know – how of the person making the
intervention it will be more genuinely accepted.
LEVEL 5: Back to basics.:
This is appropriate for teams or groups that have lost their
sense of purpose / direction. This demands the highest
level of facilitation and leadership as it can only be
practised successfully on rare occasions.
Leadership 4
HOW DO I PREFORM AS A TEAM LEADER?
V
SOLO LEADERS
Plays unlimited roles (interferes)
Strives for conformity
Collects acolytes
Directs subordinates
Projects objectives
TEAM LEADERS
Chooses to limit role (delegates)
Builds on diversity
Seeks talent
Developed colleagues
Creates mission
Leadership 5
LEADERSHIP IN TEAMS
1. Supportive overview role
2. Participative Role
3. Controlling Role
LEADERSHIP IN TEAMS
Position 1:
The leader maintains on overview of the task and process and
is ready to make appropriate intervention
Position 2:
Leader applies discipline and control as necessary.
more of a traditional management role.
NB:
It is more important that Leaders operate from position 1 or 2
and only 3 when expertise / experience is need or when
chaos arise.
LEADERSHIP STYLES
These are choosen depending on
•TASK
•SITUATION
•GROUP
The talented Leader uses the most appropriate
style. They can be described as:
• Telling
• Selling
• Consulting
• Delegating
• Joining
or
Autocratic
Laissez – Faire
Democratic
TELLING
Focus on the job and less on the group
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1.
2.
One way communication.
Stating the problem.
Taking charge.
Tell what to do.
May or may not think about others feelings.
Negative variation:
Manipulation
Coercion
SELLING
Focus on both job and group.
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Two way communication.
Stating the problem.
Deciding what to do.
Tell what to do.
Sells the idea to get support.
How idea can benefit others.
Persuading others to go along.
Can never be sure of full commitment of team.
Not always understood.
CONSULTING
More focused on group than job.
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A lot of two way communicating.
Stating the problem.
After consulting team decide on best idea.
High level of support to members.
The team have primary responsibility for
determining how the job is done.
DELEGATING
Leader is not heavily involved in either the job
or the group.
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Leader delegating a task.
Stating the problem.
Delegating the decision making of the team.
If solution fits problem, he accepts the
responsibility for it as the leader of the Team.
Usually only utilized in more mature,
established groups.
Team basically run their own show.
JOINING
Leader is not focused on either group or job
He begins by joining the group therefore the
Group have responsibility for the group and
the job.
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Decisions are reached by concensus
having joined the group.
Require more time.
To be efficient you need total member
participation.
Benefits are this can resolve comlex
long term problems.
Lots of motivation
Distribution of power.
Drawback is the time it takes.
SHARING LEADERSHIP METHOD
METHOD
ADVANTAGES
DISADVANTAGES
TELLING
Works well in crisis
situations, when
authority is without
question.
Members may be
uncooperative or
resentful; they may not
be prepared to respond
to authoritative
directions in a crisis.
SELLING
Good idea when
Manager is most
knowledgeable.
Members may not have
sure commitment to
idea.
CONSULTING
Takes advantage of
knowledge that may
be in group. Gets group
members more
involved, but let’s
Manager retain
authority,
accountability.
Not all members may
get input, will feel
commited.
DELEGATING
Works well when
Manager has freedom
to pass on
responsibility, and in
situations when risk or
consequences are low.
Good way to give
inexperienced
members a chance to
practice.
Manager looses option
to give input; decision
may not meet needs of
situation. If something
goes wrong, Manager
has little chance to
correct.
JOINING
(CONSENSUS)
Best for decisions
having long - term
impact on whole group.
High –quality decisions
likely. Total group
commitment needed.
Takes more time.
Requires informed
group commitment to
process. Leader must
be able to give
complete responsibility
for decision making to
whole group.
Selecting a Leadership Style
There are several forces affecting the type of
Leadership Style available to a Leader.
Influences Affecting Choice
A number of forces can affect a Leaders choice
of leadership styles as shown below:
Forces on Leader
Leader
Forces on situaton
Forces on Team
•Forces affecting a leader’s choice of leadership style.
Forces on Leader
These can include his knowledge, skills, attitude, experience,
background, values, personal goals, group goals, confidence
in members, convictions about styles, and his choice of style,
pressures from outside groups, time, resources, personality,
sensitivity, weight of responsibility.
Forces on Team
These include the combination of personalities in the group,
values, expectations, willingness and ability to make
decisions, individual needs, team needs, interest, competition,
confidence, resources work load, spirit, a communication,
and fatigue.
Forces in Situation
These include time, restraints of organisation, environment,
size or duration of job, conflict of goals, emergencies, hazards,
desirability of the job, justice, legality, removal of lack of
alternatives.
Considering the Group
The five styles of leadership previously described are useful
ways to look at leadership, and they also happen to
correspond to a model of participation found among group
members.
BARRIERS TO SHARING LEADERSHIP
Occasionally, a Leader may find that for reasons he does not
understand group members are resistant to more
participative styles of leadership. This resistance may be based
on obscure barriers to effective team work, like the following:
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Differing values
Role conflicts
Unclear objectives
Dynamic environment
Competition for leadership
Lack of team structure
Group membership selection
Credibility of leader
Lack of commitment
Communication problems
Lack of top-down support
It may take some careful questions on the leader’s part to
tease out the problems keeping members from full
participation.
Learning Styles
Activists
Strengths:
•Flexible and open minded.
•Happy to have a go.
•Hapy to be exposed to new situations.
•Optimistic about anything new and therefore unlikely to resist change.
Weaknesses:
•Tendency to take the immediately obvious action without thinking.
•Often take unnecessary risks.
•Tendency to do too much themselves and hog the limelight.
•Rush in to action without sufficent prepartion.
•Get bored with implementation / consolodation.
Reflectors:
Strengths:
•Careful
•Thorough and methodical
•Thoughtful
•Good at listening to others and assimilating imformation
Weaknesses:
•Tendency to hold back from direct participation
•Slow to make up their minds and reach o decision
•Tendency to be too cautious and not take enough risks.
•Not assertive-they aren’t particularly forthcoming and have no
‘small talk’
Theorists
Strengths:
•Logical ‘vertical thinkers’
•Rational and objective
•Good at asking probing questions
•Disciplined approach.
Weaknesses:
•Restricted in lateral thinking
•Low tolerance for uncertainty, disorder and ambiguity
•Intolerant of anything subjective or intuitive
•Full of ‘shrouds, oughts and musts’
Pragmatists:
Strengths:
•Keen to test things in practise
•Practical, down to earth, realistic
•Businesslike – get straight to the point.
•Technique oriented
Weaknesses:
•Tendency to reject anything without an obvious application
•Not very interested in theory or basic principles.
•Tendency to seize on the first expedient solution to a problem.
•Impatient with what they see as waffle
•On balance, task oriented not people oriented.
Team Roles
ROLE
Plant
Resource Investigator
Co-Ordinator
Shaper
Monitor - Evaluator
Team Worker
Implementer
Completer
Specialist
DESCRIPTION
ALLOWABLE WEAKNESS
Creative,imaginative,
unorthodox. Solves difficult
problems.
Extrovert, enthusiastic,
communicative. Explores
opportunities. Develops
contacts.
Mature, confident, a good
chairperson. Clarifies goals,
promotes decision making.
Delegates well.
Challenging, dynamic, thrives
on pressure. Has the drive an
courage to overcome
obstacles.
Sober, strategic an discerning.
Sees all options, judges
accurately.
Co-operative, perceptive and
diplomatic. Listens, builds,
averts friction, calms the
water.
Disciplined, reliable,
conservative, and efficient.
Turns ideas into practical
actions.
Painstaking, conscientious,
anxious. Searches out errors
and omissions. Delivers on
time.
Single minded, self - sharing,
dedicated. Provides
knowledge and skills in rare
supply.
Ignores details. Too
preoccupied to communicate
effectively
Over-optimistic. Loses interest
once initial enthusiasm has
passed.
Can be seen as manipulative.
Delegates personal work.
Can provoke others. Hurts
people's feelings
Lacks drive and ability to
inspire others. Overly critical.
Indecisive in crunch situations.
Can be easily influenced.
Somewhat inflexible. Slow to
respond to new possibilities.
Inclined to worry unduly
reluctant to delegate. Can be
a nit- picker
Contributes on only a narrow
front. Dwells on technicalities.
Overlooks the big picture.