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BTEC L3 YR 1BTEC L3 YR 1

UNIT 02UNIT 02Leadership and TeamworkLeadership and Teamwork

BTEC L3 YR 1BTEC L3 YR 1

UNIT 02UNIT 02Leadership and TeamworkLeadership and Teamwork

Starter activity Leadership QuotesStarter activity Leadership Quotes

AimAim

Section 1:

By the end of this section the student will understand different styles of leadership

P1,P2, M1, D1

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Leadership styles

Complete the hand-out – Leadership Expert Complete the hand-out – Leadership Expert

Leadership and Leadership and Teamwork.Teamwork.

Results

A - AutocraticB - Bureaucratic C - DemocraticD- Laissez FaireE- Paternalistic

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Leadership and Leadership and TeamworkTeamwork

Laissez-Faire

Laissez-faire – is a hands- off approach to leadership, where the group are trusted to complete the task by the leader.

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Autocratic/Authoritarian

Authoritarian – is a very direct leadership style where the leader tells the team members what they must do.

Sometimes this style is also described as autocratic.

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Participative

People Orientated – focuses on participation of all team members, clear communication and supporting and developing the individual in order to improve skills.

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Leadership and TeamworkLeadership and Teamwork

Transactional

Transactional – is a very direct style of leadership and uses rewards and punishments to motivate the team.

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Transformational

Transformational – style is a form of leadership style that focuses on team performance as a whole by encouraging team members to think of the group rather than themselves. It is about moving forward as a team rather than individuals who just happen to be on the same project.

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Leadership and TeamworkLeadership and TeamworkP1 – Describe the different leadership styles used in the public services

P2 – Identify the role of the team leader in the public services

M1 – Compare the different leadership styles used in the public services

D1 – Evaluate the effectiveness of different leadership styles used in the public services.

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Leadership style – what is it ?

Manner and approach of providing directionImplementing plansMotivating people to complete task

As in all situations there are advantages and disadvantages with all leadership styles.

ENDEND

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AIM – TO UNDERSTAND WHEN DIFFERENT LEADERSHIP STYLES CAN BE USED IN A WORK SETTING

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Different leadership styles for different situations. Different leadership styles for different situations.

When a project is under great time restraint and When a project is under great time restraint and there are many parts to the task, a strong,there are many parts to the task, a strong, autocratic autocratic leadership style may be the most leadership style may be the most effective. effective.

On the other hand, when creative solutions are On the other hand, when creative solutions are needed and time is not a pressing issue, needed and time is not a pressing issue, teamwork and teamwork and free-reinfree-rein leadership can get the job leadership can get the job done.done.

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What leadership style would you choose for the following, explain why, advantages, disadvantages

,,,,,,,,,,,,,,,,,,,,

A Sergeant in charge of a building

evacuation

A constable who has been asked to help with the rescue of a dog in a mine shaft.

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What leadership style would you choose for the following

A teacher who has been tasked with

organizing a sports day with the help of

his class of 14 year olds

A head teacher who has to arrange cover during industrial action

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What leadership style would you choose for the following

A Chief in charge of the duty rota

the shore leave visit.

The pilot of the aircraft during an

emergency landing

The Captain of the ship during the

above emergency landing.

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Belbin definitions of team roles

Coordinator – Clarifies group objectives, sets the agenda, establishes priorities, selects problems, sums up and is decisive but does not dominate discussions

Who would you choose from the group this is ?

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Shaper – Gives shape to the team effort, looks for patterns in discussions and practical considerations regarding he feasibility of the project. Can steamroller the team but get results.

Who in the group is this ?

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Plant – The source of the original ideas, suggestions and proposals that are usually original and radical


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Monitor- evaluator – Contributes a measured and dispassionate analysis and , through objectivity stops the team committing itself to a misguided task


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Implementer – Turns decisions and strategies into defined and manageable tasks, sorting out objectivies and pursing them logically

Who in the team is this ?

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Resource investigator – Goes outside the team to bring in ideas, information and developments – they are the teams salesperson, diplomat, liaison officer and explorer


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Team worker – Operates against division and disruption in the team, like cement, particularly in times of stress and pressure


Develop Leadership SkillsDevelop Leadership SkillsTEAMSTEAMS

Finisher – Maintains a permanent sense of urgency with relentless follow – through


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Team motivation – a successful team is a team that is well motivated and eager to work together to implement the identifies aims. There are many way that a team can be motivated to perform

What are they ?

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Leadership and TeamworkLeadership and TeamworkClear focus – if the team has a clear aim and understand how to achieve that aim it is more likely to work towards its completion.

Challenge – a team will be motivated if the task is a sufficient challenge to them but is less likely to be motivated if the talk is too simple or too difficult

Camaraderie – a sense of comradeship and loyalty will help a team to work together as the members will have a genuine respect of each other and will work hard to develop and maintain this relationship

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Leadership and TeamworkLeadership and TeamworkRewards – this could be money or benefits that the team will receive upon completion of the task

Responsibility and authority – having a sense of ownership of the task and a clear role is likely to help motivate the team

Growth – if the team feels they are moving forward learning new skills and stretching their minds then they are likely to have a high level of motivation as personal growth enhances an individuals self esteem and self-worth

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Treating people fairly – it is important that all members of the team are treated equally and are all involved in the task, this will ensure that each member is motivated and that they work as a team

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Brief – Is a verbal process of getting information to people quickly and efficiently, very similar to a meeting but with less open discussion

Debrief – is the process of gathering information about the success of a task or activity after it has been completed. This help improve the planning process for next time.

Both can be done on a team or individual basis.

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Remember

Clear – avoid unfamiliar technicalities – do not patronise or talk down to team

Brief – be precise and only repeat yourself to make sure the main points have been understood.

In control – lead – focus on all members so you can read their body language

Positive – be confident, monitor your own body language (such as ?) . If things start to go wrong don’t panic re-focus

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Ground orientation

Safety points

Summary

Primary aim

Method to achieve aim

Designated role

Timings

Equipment

Team motivation – clear focus, challenge, camaraderie, rewards, responsibility and authority, growth, treating fairly

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Review

How did it go

What has been learned

Reflection

Improve skills, motivation,

Discussion and review

Strategies and ideas (future)

Develops communication skills

Team learns strengths and weaknesses

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Negative – avoid

Positive – maintains group cohesion

Constructive – reassuring, supportive, encourge to take risks

Acknowledge success, strengths and weaknesses

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In your groups complete the following :

Your task – set up a base camp for an exercise which is going to be run over 3 days.

There will be 50 personnel taking part in the exercise.

Prepare a brief

What are you going to have to think of – group discussion.

Leadership and Leadership and TeamworkTeamworkP3 - Brief and Debrief a team for a given task.P3 - Brief and Debrief a team for a given task.

M2 – Brief and Debrief a team for a given task using M2 – Brief and Debrief a team for a given task using effective communicationeffective communication

P4 – Carry out a team task using the appropriate P4 – Carry out a team task using the appropriate skills and qualitiesskills and qualities

M3 – Effectively lead a team using the appropriate M3 – Effectively lead a team using the appropriate skills and qualitiesskills and qualities

D2 – Evaluate own ability to lead a team effectivelyD2 – Evaluate own ability to lead a team effectively


SKILLS AND QUALITES TO LEAD A TEAM SKILLS AND QUALITES TO LEAD A TEAM

WHAT ARE THEY ?WHAT ARE THEY ?


Leadership skills may vary depending on Leadership skills may vary depending on the situation for example a commanding the situation for example a commanding officer in a conflict situation will be officer in a conflict situation will be different from those of a station officer in different from those of a station officer in charge of a fire station.charge of a fire station.

General skillsGeneral skills

Time management, commitment, Time management, commitment, motivation, delegation, morale.motivation, delegation, morale.


The TaskThe Task

How the successful The schedule How the successful The schedule andand

Completion of the task time frame to Completion of the task time frame to

Will be assessed and complete the Will be assessed and complete the tasktask

monitoredmonitored

EstablishEstablish

People’s prior experience People’s strengthsPeople’s prior experience People’s strengths

and expertise and weaknessesand expertise and weaknesses


Implementing a planImplementing a plan

Avoid wasting effortAvoid wasting effortTake into account and consider all possible Take into account and consider all possible solutionssolutionsBe aware of all possible changes and Be aware of all possible changes and alternative solutionsalternative solutionsIdentify the resources neededIdentify the resources needed


KEY FACTORSKEY FACTORS

Identify primary aim(s)Identify primary aim(s)

Consider factors which may crop up Consider factors which may crop up unexpectedlyunexpectedly

The available resources you haveThe available resources you have

Team member capabilitiesTeam member capabilities

Leadership and Leadership and TeamworkTeamworkFactors to consider when leading a teamFactors to consider when leading a team

Brief the teamBrief the team

Check their understandingCheck their understanding

Allocate individual rolesAllocate individual roles

Execute your planExecute your plan

Monitor the safety and perormance of your teamMonitor the safety and perormance of your team

Achieve your primary aimsAchieve your primary aims

Debrief your teamDebrief your team

Review and evaluate the findings of the briefReview and evaluate the findings of the brief

Identify any skills gaps in your teamIdentify any skills gaps in your team

Make recommendations for the futureMake recommendations for the future

Reflect on your own performance as a leaderReflect on your own performance as a leader


Personnel organisation improve other skills Personnel organisation improve other skills

PreparationPreparation

Identifying issuesIdentifying issues

Scheduling activitiesScheduling activities

ResponsibilityResponsibility

AccountabilityAccountability

ResponsivenessResponsiveness

AdaptabilityAdaptability

Examining optionsExamining options

Maintaining focus Maintaining focus

Openess to criticismOpeness to criticism


To complete your next assignment To complete your next assignment Choose a taskChoose a taskPrepare a power point of the task for a Prepare a power point of the task for a team brief (include health and safety brief, team brief (include health and safety brief, equipment, time, location, team roles)equipment, time, location, team roles)Prepare a feedback form for the members Prepare a feedback form for the members of your teamof your teamOn completion of carrying out the task On completion of carrying out the task debrief your teamdebrief your team





Personnel organisation improve other skills Personnel organisation improve other skills

PreparationPreparation

Identifying issuesIdentifying issues

Scheduling activitiesScheduling activities

ResponsibilityResponsibility

AccountabilityAccountability

ResponsivenessResponsiveness

AdaptabilityAdaptability

Examining optionsExamining options

Maintaining focus Maintaining focus

Openess to criticismOpeness to criticism

Leadership and Leadership and TeamworkTeamworkP5 – Describe the different types of team that P5 – Describe the different types of team that

operate within a selected public serviceoperate within a selected public service

Produce a fact sheet Produce a fact sheet

Choose the service your are most interested in and Choose the service your are most interested in and know most about and describe the teams that know most about and describe the teams that operate within it.operate within it.

P6 – Participate in team activities P6 – Participate in team activities

M4 – Appraise own performance in team activitiesM4 – Appraise own performance in team activities

Leadership and Leadership and TeamworkTeamworkStarter activityStarter activity

Case Study – The Apollo SyndromeCase Study – The Apollo Syndrome

(handout)(handout)

In your teams carry out the activity.In your teams carry out the activity.

Leadership and Leadership and TeamworkTeamworkTypes of teams within the public servicesTypes of teams within the public services

FormalFormalInformalInformalTemporary Temporary ProjectProjectPermanentPermanent


FormalFormal

Clear membership and defined structure. Clear goals Clear membership and defined structure. Clear goals and objectives, monitoring systems in place to and objectives, monitoring systems in place to ensure goals are reached in a timely fashionensure goals are reached in a timely fashion

Have backing of senior management and may have Have backing of senior management and may have been created by management to solve a particular been created by management to solve a particular problemproblem

Example – multi agency safer city partnership team Example – multi agency safer city partnership team who work together across a variety of organisations who work together across a variety of organisations to combat antisocial behaviour on behalf to the to combat antisocial behaviour on behalf to the governmentgovernment


INFORMAL INFORMAL

More elastic membership allowing individuals to More elastic membership allowing individuals to move in and out of the team with some flexibility as move in and out of the team with some flexibility as their particular skills are neededtheir particular skills are needed

Goals and structure may be less well defined but Goals and structure may be less well defined but the informal nature of the team allows for the informal nature of the team allows for innovative and new ideas to be consideredinnovative and new ideas to be considered

Example – best practice working groupExample – best practice working group


INFORMAL INFORMAL





Temporary Temporary

Can come together for a short space of time to Can come together for a short space of time to solve a particular problem and then disband once solve a particular problem and then disband once the objective is achieved.the objective is achieved.

Difficult for teams to work well as members may not Difficult for teams to work well as members may not know each other’s strengths and weaknesses. know each other’s strengths and weaknesses.

Good at trouble shooting as they see from different Good at trouble shooting as they see from different perspective then established teams (fresh eyes)perspective then established teams (fresh eyes)

Example – operational, tactical and strategic Example – operational, tactical and strategic command teams at the site of a major incident.command teams at the site of a major incident.


PROJECTPROJECT

Very like temporary teams – come together to Very like temporary teams – come together to achieve a specific task based on the project and they achieve a specific task based on the project and they may disband when complete or move to another taskmay disband when complete or move to another task

Usually made up of specialists and a project manager Usually made up of specialists and a project manager who the schedule to ensure objectives are met.who the schedule to ensure objectives are met.

Example – project in the Fire Service might be to Example – project in the Fire Service might be to ensure all primary schools in a region have a visit ensure all primary schools in a region have a visit from a fire and safety team to warn them about the from a fire and safety team to warn them about the dangers of hoax callsdangers of hoax calls


PERMANENTPERMANENT

Very common in the public services. Many shifts, Very common in the public services. Many shifts, watches and regiments can have predominantly the watches and regiments can have predominantly the same members for years at a timesame members for years at a time

Considered strong teams who know each other’s Considered strong teams who know each other’s strengths and weaknesses and can use that strengths and weaknesses and can use that knowledge to best effect in achieving aims and knowledge to best effect in achieving aims and goals. Downside they can become set in their ways goals. Downside they can become set in their ways and it can be difficult to change how a permanent and it can be difficult to change how a permanent team works.team works.


INFORMAL INFORMAL





INFORMAL INFORMAL




Leadership and Leadership and TeamworkTeamworkBenefits of teamsBenefits of teams

Think operational and individual levelThink operational and individual level

Some organisational objectives simply cannot be Some organisational objectives simply cannot be met by one individual alone – a team is required to met by one individual alone – a team is required to achieveachieve

Contribution or productivity and effectiveness Contribution or productivity and effectiveness

Reduction of AlienationReduction of Alienation

Sharing expertiseSharing expertise

Implementing changeImplementing change

Identification and development of talentIdentification and development of talent

Leadership and Leadership and TeamworkTeamworkTypes of teamwork activitiesTypes of teamwork activities

Generally divided into three categoriesGenerally divided into three categories

Practical or activity basedPractical or activity based

Using pen and paperUsing pen and paper

Ones carried out at workOnes carried out at work

(see handout) (see handout)

Leadership and Leadership and TeamworkTeamworkTypes of teams in the Public ServicesTypes of teams in the Public Services

Divisional Divisional DepartmentalDepartmental SectionalSectional

GeographicalGeographical MultidisciplinaryMultidisciplinaryRegimentRegiment

BrigadeBrigade ForceForce Multi-Agency teamsMulti-Agency teams

Specialist teamsSpecialist teams Search and Rescue Search and Rescue Project Project teamsteams

Emergency Services Emergency Services



















