A S S E S S I N GYOUR TEAMLEADERSHIPSTRENGTHS

Success leaders of teams are those who can and do adapt their leadership style and behaviour to the specific needs and situation.

When leading a new team more leadership and direction is required to overcome the uncertainty and unpredictability. As the team develops maturity by defining goals, taking roles and creating processes, the leader’s style needs to move towards a coordinating and coaching role. They may then need to move towards sharing decision-making and delegating more tasks.

Leadership styles can been seen as a combination of directive (task) and supportive (relational) behaviour. Leaders need to determine what amount of freedom of action they allow verses the level of authority/control that the leader will maintain. As the leader’s reduces their level of control/authority, the teams control over work increases.

The best team leader know when to relax and when to tighten up on these two aspects of team functioning. This needs to be assessed based on the capability of the team members. This is one the biggest challenges team leaders have. The individual team members may not yet have the capacity to perform some tasks, so the leader is reluctant to delegate, leaving them too busy to develop the skills and capacity of the individuals.

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When we look at stages of team development and overlay that with the situational leadership model of Blanchard and Hersey a leader can become more aware of the leadership style that may be most appropriate for the stage of the team.

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The leader maintains a high level of control and provides clear direction on goals, roles and processes. At this stage there is high morale and probably lower productivity.

FORMING = DIRECTING

During this phase the leader reinforces the team’s action and decisions to build confidence and encourage bonding. The leader and direct reports share decision-making and no longer need or require the leader to be directive, unless there is a particular problem, or advocacy is needed on behalf of the team. The leader supports the team by reinforcing the agreed plans, practices and purpose of the team. A participative style is best matched to teams with increasing morale and productivity.

NORMING = SUPPORTING

This style is appropriate for leaders whose team is functioning at a high level and is both competent and motivated to work together. The most important aspect for the leader is to ensure levels of authority are not over-reached and that there is a relevant reporting system.

PERFORMING = DELEGATING

The leader encourages two-way communication to help the team take ownership of its shared goals, roles, and processes. The goal is to build trust and clarity. The leader maintains responsibility and controls decision-making. The coaching style supports teams in balancing their declining morale and improving productivity. The leader is required most of all to help guide the team to create clear norms and to reinforce them when they are challenged.

STORMING = COACHING

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EMPOWERING LEARSHIP BEHAVIOURS

Leaders are a critical element in team performance because their support and direction is needed to form, monitor performance, and encourage team development. The leader’s expanded role in empowering teams is often requires new and more supportive leadership behaviours that demonstrate concern, build trust and openness, encourage initiative taking and provide the relevant information. The leader, as a boss needs to be slowly replaced by a supportive leader. Research has shown that effective leaders empower teams by practicing five behaviours that develop the teams talents, motivate commitment and encourage shared leadership.

Leading by Example: This is demonstrating, through actions, the leaders commitment to developing and empowering the team. It involves communication with agenda’s, being open with feedback, and being professional.

1.

Participative Decision-Making: This means eliciting team members’ participation in planning, problem-solving and decision-making activities. This includes encouraging team members to express their ideas and opinions, that is engaging them.

3.

Informing: This refers to the leaders dissemination of timely and accurate information about goals, performance, larger organisation’s strategy, and other important information. It includes explaining expectations to the team.

4.

Coaching: This is demonstrated by the set of behaviours that actively develop the team members’ talents by improving their self-awareness and specific skills. It includes exploring a team member’s ideas about performance improvement to help the team become more self-reliant.

2.

Showing Concern and having Interaction: These leadership behaviours are a collection of activities that communicate a regard for the teams morale and individuality. This includes taking time to discuss team members concerns, monitoring the teams activity and work and social interactions that foster likeability and understanding

5.

FOUR STYLES OF LEADERSHIP BEHAVIOUR

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TEAM LEADER ASSESSMENT

As the team leader, your awareness of how your leadership strengths and style impacts the team is important knowledge for improving your personal effectiveness. The assessment tool below is designed for self-assessment in order to improve the leaders self-awareness of his or her impact, to identify training opportunities. 1 = Seldom 2 = Sometimes 3 = Usually 4 = Frequently

1. Sets high standards for performance by his/her own behaviour 1 2 3 4

2. Works as hard as any team member 1 2 3 4

3. Sets a good example by the way he/she works with others 1 2 3 4

4. Leads the team by example 1 2 3 4

LEADING BY EXAMPLE

1. Encourages team members to express ideas/suggestions 1 2 3 4

2. Listens to the team’s to make decisions 1 2 3 4

3. Gives team members a chance to voice their opinions 1 2 3 4

PARTICIPATION

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1. Suggests ways to improve the team’s performance 1 2 3 4

2. Teaches team members how to solve problems on their own 1 2 3 4

3. Helps the team focus on its goal 1 2 3 4

4. Helps develop good relations among team members. 1 2 3 4

COACHING

1. Explains how the team fits into the organisation 1 2 3 4

2. Explains the company’s policies and expectations to the team 1 2 3 4

3. Explains his/her decisions and actions to the team 1 2 3 4

4. Tells the team when they perform well 1 2 3 4

INFORMING

1. Treats team members with respect 1 2 3 4

2. Takes the time to discuss teams members concerns 1 2 3 4

3. Give team members honest and fair answers 1 2 3 4

4. Knows what work is being done by the team. 1 2 3 4

SHOWING CONCERN/INTERACTING

WHERE TO FROM HERE?

I am sure you have confirmed what you already suspected. There are areas where you are leading your team well. There some other areas that don’t come naturally to you.

Obviously you are interested in improving your team leadership skills.

There are 3 steps you could take:

1. Ask you team to answer this short questionnaire to give you their perspective on your strengths and development areas are….see if they match your impressions. You might be pleasantly surprised. We are often our harshest critics.

2. Check out www.transformleader.com.au it is an online video based team leadership course. There are 4 modules exploring different topics.

3. Contact me for a free strategy session. In the 30 minute call I will help you clarify what you need to focus on, some strategies to be more effective and next steps. Craig@transformleader.com.au

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WHO IS TRANSFORM LEADER PTY LTD

Craig’s passion is to help leaders reach their potential and for organisation’s to be as healthy as possible.

Craig Farmer has been involved in leadership of organisations for over 20 years. Skilled as a strategist, coach, speaker and trainer. Craig’s enthusiasm, easy manner and knowledge have been adding value to a wide range of people over many years. He has degrees in Social Sciences and Theology, Honours Diplomas in Life Coaching and Ministry, Cert. IV in Business and is an accredited NLP Master Practitioner.

Craig is a sought after trainer currently working with government organisations, multi-nationals and not-for profit organisations. He specializes in Leadership Development, Team Development, Conflict Resolution, Communication skills, Presentation/Facilitation skills and Running Effective meetings.

This work has included: facilitating staff planning days around vision and values, helping teams to set-up their team well, create a positive environment and input for team tune-ups, and work with teams that need some fixing up. Craig is an experienced and skilled coach and mentor. He is engaged as an executive coaching high-level leaders, a coach for new leaders and equally is at home coaching people who are disadvantaged and struggling with life.

For your free 30-minute Strategy Session email Craig at Craig@transformleader.com.au