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Contents 1. What is a Team ? 3 Key Issues Leadership: Definition Questions Summary Checklist Practical Team Leadership Interventions … How do I perform Leadership in Teams. Contents 2. 3. Leadership Styles Choices: Telling Selling Consulting Delegating Joining

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Contents 1

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  1. Contents 1 • What is a Team ? • 3 Key Issues • Leadership: • Definition • Questions • Summary Checklist • Practical Team Leadership • Interventions … • How do I perform • Leadership in Teams

  2. Contents 2 • 3. Leadership Styles • Choices: • Telling • Selling • Consulting • Delegating • Joining • Advantages and Disadvantages • Influence, Affect and Choice. • Barriers to sharing Leadership

  3. 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.

  4. OBJECTIVE • To define Successful Team Leadership. • To look at Leadership style. • Discover what you want from a Team Leader. • Have fun while learning and working.

  5. 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

  6. LEADERSHIP • Involving...providing: • Focus. • Direction. • Inspiration. • Effective Leaders empower team members. • What do you want a leader to do to • effectively lead you? • Can anyone become a good leader?

  7. What do you want an Effective Team Leader to be ? • Some common answers: • 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.

  8. 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

  9. Leadership 2 PRACTICAL TEAM LEADERSHIP 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.

  10. 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.

  11. Leadership 4 HOW DO I PREFORM AS A TEAM LEADER? V

  12. 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.

  13. 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

  14. TELLING • Focus on the job and less on the group • One way communication. • Stating the problem. • Taking charge. • Tell what to do. • May or may not think about others feelings. • Negative variation: • Manipulation • Coercion

  15. SELLING • Focus on both job and group. • 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.

  16. CONSULTING • More focused on group than job. • 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.

  17. DELEGATING • Leader is not heavily involved in either the job • or the group. • 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.

  18. 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. • 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.

  19. 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. SHARING LEADERSHIP METHOD

  20. 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.

  21. 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.

  22. 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: • 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.

  23. 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.

  24. Team Roles

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