Developing Team Leadership

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LEADERSHIPThe process of influencing people while operating to meet organizational requirements and improving the organization through change.


Difference Between Solo and Team Leadership Advantages and disadvantages of working in a group Leaders role in team based organization Leaders behaviors and attitudes to foster team work Potential contribution of outdoor training Leader-Member exchange model contribution in understanding of team work

DEVELOPING TEAM WORKTeam Leadership Vs Solo Leadership: Team Leadership:

Solo Leadership: Plays

Chooses to limit role Builds on diversity Seeks talent Develops colleagues Creates mission

unlimited role for conformity


Collects acolytes Directs subordinates Projects objectives

Team Common commitment Accomplishes many collective works Shared leadership role Individual and mutual accountability Produces collective work product Leader encourages open ended discussions and active problem solving Team discusses, decide and do real work together

GroupCommitment not strong Works slightly independently Strong leader Individual accountability Produce individual work product Group leader runs efficient meetings Group discusses decide and delegate

Coaching team member and group member towards higher level of performance

The leader must be able to coach his team members towards high levels of performance and for that he can use different approaches. For a leader to be a good coach he has to have the following characteristics: Pick your time and space Build rapport Build trust Provide challenge Use action based language Build positive expectations Cultivate Motivate with encouragement


Collective wisdom Achieve synergy Groups total output exceeds sum of individual outputs. Avoid major errors Contribute to improvement and innovation Self management responsibilities Job satisfaction Auxiliary : Affiliation, Security, Self Esteem, Self Fulfillment


Pressures to conform to group standards of performance and conduct Social loafing. Shrinking social responsibility in in groupsetting

Conflict on the job Group think. Deterioration of mental efficiency, reality testing,moral judgment in the interest of group solidarity

Unstable arrangement


The role of a team leader is not to boss people around but to help them instead and if you do not like some of their ideas just politely say i don't think that that idea will work maybe we could go for a different approach. The role of a leader is also to take charge of things. But don't be bossy.

Key roles of leader will be Building trust and inspiring teamwork Coaching and Inspiring members towards higher level

of performance Facilitating and supporting the decisions by the team Expanding the teams capabilities Creating team identity Anticipating and influencing change Enabling and empowering members to accomplish Encourage to eliminate low value work

Building trust and inspiring Teamwork

In order to inspire teamwork the leader has to show a positive attitude. Upstanding, hardworking people will gravitate to those with good attitude, and positivity breeds positivity. Eventually more and more people will model the behavior until most people are working very well together as a team.Example:

As an example we can take the recent emergence of the Indian cricket team as one of the Top teams in the world and their captain Mahinder Singh Dhoni has played a key role in that. With his positivity he gets the best out of his players on the field.


Develop pride in group membership Convince them they are the best Give recognition Encourage organizational mottos, names, symbols Establish your groups worth Focus on common purpose Encourage your organization to participate in activities together outside work


Defining teams mission Developing norms of team work Emphasizing pride in being outstanding Serving as a model of team work Using a consensus leadership style Designing physical structures that facilitate communication Establish urgency, demanding performance standards and providing directions

Emphasizing group recognition and rewards Challenging the group regularly with fresh facts and information Encouraging competition with another group Encouraging use of jargon Initiating ritual and ceremony Soliciting feed back on team effectiveness Minimize micro management Open-book management/team book development

Defining MissionThe Mission Statement for the group helps answer the question Why are we doing this ? Specific goal, purpose and philosophical tone

Developing Teamwork Norms Strategy Cooperation Theory Communication and normative statements

Pride in Being OutstandingWhy are we doing this ? Specific goal, purpose and philosophical tone

Holding a Powwow Informal approach, ground work cooperation Opportunity to be heard Parts: Skill inventory, Interest inventory, and Data dump

As a Model of Teamwork Leaders self disclosure Shared perceptions and concerns

Consensus Leadership Style Group harmony Belief in shared governance and partnership

Physical Structure that Facilitate Communication Frequent interaction Shared physical facility

Establishing Urgency, Demanding Performance, Providing Direction Explicit expectations

Group Recognition / Reward Recognition promote identity Team compensation

Challenging Group Regularly Feeding The Team With Valid Facts & Information

Encouraging Competition Support against threat

Encouraging Use of Jargon

Symbolic and ritualistic framework In group jargons

Initiating Ritual and Ceremony Opportunity for reinforcing values Team Dinners

Soliciting Feedback on Team Effectiveness Systematically collect feedback

Minimizing Micromanagement Close monitoring of most aspects Members manage own activities

OUT DOOR TRAINING AND TEAM DEVELOPMENTPopular experimental approach to building teamwork and leadership skills is outdoor training Learning by doing Confronting challenges and exceeding self imposed limitations Encourage sports together

LEADER MEMBER EXCHANGE MODEL Also called Vertical Dyad Linkage Model Developed by George Graen Explains why one sub group in a unit is part of a cohesive team and another subgroup is excluded Leader develop unique working relationship In group : Smoothly functioned team Out Group: Lesser team workOUT GROUP(POOR / NEUTRAL TEAM WORK)



Group Member 1

Group Member 2

Group Member 3

Group Member 4

Group Member 5

Group Member 6

The nature of differences in leader-member relationships is

the negotiating latitude that the leader allows the member Negotiating latitude is based on

the leaders willingness to allow changes in the members job regardless of the leaders formal authority, his or her inclination to use position power to help the member solve work-related problems The negotiating latitude of the member is positively related

to the members satisfaction with the leader