CHAPTER
2
Leadership and Teamwork Essentials
© 2010 Cengage Learning. All Rights Reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part
Student Version
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Learning Objectives
1. Define leadership, list the qualities of an inspiring leader, and
describe what it means to develop your people.
2. Identify and discuss basic leadership theories and models and
describe the servant leadership philosophy.
3. Describe the characteristics of groups and list the six stages of group
development.
4. Discuss the characteristics of teams, identify strategies for leading
effective teams, and discuss methods for supervising a virtual team.
5. Explain the empowerment process and describe some of the
benefits.
6. Explain delegation and describe the benefits, barriers, and steps to
effective delegation.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–2
Leadership
• What is Leadership?
 The process of inspiring, influencing, directing, and
guiding others to participate in a common effort.
• When Do You Become a Leader?
 When people follow you willingly
 When you develop more leaders
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–3
Leadership Theories and Models
Behavioral
Styles Theory
Authoritarian
Leader
Democratic
Leader
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Laissez-faire
Leader
2–4
You must always be sure to choose a behavioral leadership style
that is appropriate for the situation. For example, imagine that you
are the supervisor of a grocery store. The power goes out and there
are no generators. There are close to a hundred customers in the
store and the cash registers are not working.
1. Which behavioral leadership style would be best for this
situation? Explain your answer.
2. After the crisis is resolved, the regional manager asks that
you create an emergency plan for your store that specifically
addresses how to respond during a power outage. Which
behavioral leadership style will you use in preparing this plan?
Explain why.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–5
Situational Theories and Models
• Situational Leadership
 The concept that successful leadership occurs when
the leader’s style matches the situation.
 No single all-purpose leadership style is universally
successful.
 Managers must adapt their leadership style to a given
situation or change the situational elements.
• Approaches to Situational Leadership
 Ken Blanchard and Paul Hersey’s model
 Fred E. Fiedler’s contingency theory
 Path-goal theory
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–6
1. Select a situation from your work or an
extracurricular group you are involved with. Choose
a situation that will ultimately lead to change, such
as a new sales campaign, a fundraiser, or a
recruitment drive. Describe the situation.
2. Which situational leadership style do you think would
be most effective in the scenario you described
above? Explain why.
3. What variables did you consider when selecting a
leadership style?
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–7
Toward Servant Leadership
The servant leader is an ethical person who puts
others—not her/himself—in the foreground. The
servant leader…
 …is not driven by power or ambition
 …articulates a strong vision
 …inspires trust
 …knows how to listen
 …is a master of positive feedback
 …relies on foresight
 …believes that change begins within
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–8
What Is the Ideal Leadership Style?
• Choosing an appropriate leadership style
depends on many variables:
 Your own personal style
 The level of readiness of your followers
 The organization
 The situation itself
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–9
Groups
• Group
 Two or more people who share a common identity
and purpose.
• Formal Group
 Is a collection of people created, recognized, and
authorized by the organization to do something
productive.

Teams, committees, and work groups
 Has one member who is assigned formal leadership
responsibility for ensuring the group carries out its
designated responsibility.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–10
Teams and Teamwork
• Synergy
 The idea that the whole is greater than the sum of
its parts.
 Ultimate goal is synergistic teams whose members
collaborate to achieve better results.
• Cross-functional Team
 A task group staffed with a mix of assigned
specialists who are focused on a common
objective.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–11
As a supervisor, you must build trust with your
employees and coworkers. Consider and discuss five
specific action items that you can do in the next week
to help build trusting relationships with your team.
1.
.
2.
3.
4.
5.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–12
Developing Effective Teams
Building Trusting Relationships
Establishing Ground Rules
Team
Development
Issues
Developing Common Ground and
Establishing Clear Communications
Valuing the Diversity of Personal and
Individual Differences
Leveraging Individual Strengths of
Group Members
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–13
Team up with your classmates to brainstorm about
ground rules you can establish for your project team or
for the entire class. Try to come up with at least five
rules upon which everyone agrees.
1.
.
2.
3.
4.
5.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–14
Empowering Your Team
• Empowerment
 Occurs when employees are adequately trained,
provided with all relevant information and the best
possible tools, fully involved in key decisions, and
fairly rewarded for results.
 Is training employees so they understand the
organization’s values, policies, procedures, and their
role in achieving the desired outcomes.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–15
1. Why do you think L.L. Bean has empowered its
employees to make independent decisions that
ultimately have financial consequences?
2. What steps do you think L.L. Bean took in the
process of empowering its employees and also
setting them up for success?
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–16
Effective Delegation
• Delegation
 The process of assigning duties and responsibilities
to another individual and giving him/her the necessary
decision-making authority to be successful in the
completion of assigned tasks.
• What Is the Difference Between Empowerment
and Delegation?
 Empowerment is broadly focused.
 Delegation involves sharing direct authority and
responsibility for specific work with employees.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
2–17
TERMS TO UNDERSTAND
achievement-oriented leadership style
group
authoritarian leader
jargon
behavioral leadership styles
laissez-faire leader
Blanchard and Hersey’s situational
leadership model
leadership
cross-functional team
delegation
democratic leader
directive leadership style
empowerment
Fiedler’s contingency theory
formal group
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
participative leadership style
path-goal theory
servant leader
situational leadership
supportive leadership style
synergy
trust
virtual team
2–18