Contents 1

1. What is a Team ? 3 Key Issues

2. Leadership: Definition

Questions

• Summary Checklist• Practical Team Leadership• Interventions …• How do I perform• Leadership in Teams

Contents 2

3. Leadership Styles 1. Choices:

TellingSellingConsultingDelegatingJoining

2. Advantages and Disadvantages3. Influence, Affect and Choice.4. Barriers to sharing Leadership

AIMS & OBJECTIVES

AIM:

To allow delegates an opportunity to practise and discover Team Leadershipand leadership style in a practical way using a series of outdoor activities.

OBJECTIVE

1. To define Successful Team Leadership.

2. To look at Leadership style.

3. Discover what you want from a Team Leader.

4. Have fun while learning and working.

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

LEADERSHIP

Involving...providing: 1. Focus.2. Direction.3. Inspiration.

• Effective Leaders empower team members.

• What do you want a leader to do to effectively lead you?

• Can anyone become a good leader?

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.

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

Leadership 1

PRACTICAL TEAM LEADERSHIP

Leadership 2

What a Leader must DO: What Members must DO:Have clear and shared goals. Gives commitmentListens and acts. Listens to diverse views.Recognises talent. Takes responsibliitySeeks views and feedback. Expresses veiws openly.Initiates ideas Actively participates.Apply standards Encourages others.

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.

5 INTERVENTION LEVELS.

Leadership 3

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 progressagainst 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 bygathering information. However, providing sufficient latitudefor the team to make choices even mistakes on occasions.

LEVEL 4: Tell.This should be exercised with caution as it may generatelow commitment to the solution. Where there is obviousexperience 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 highestlevel of facilitation and leadership as it can only be practised successfully on rare occasions.

HOW DO I PREFORM AS A TEAM LEADER?

Leadership 4

SOLO LEADERS TEAM LEADERSPlays unlimited roles (interferes) Chooses to limit role (delegates)Strives for conformity Builds on diversityCollects acolytes Seeks talentDirects subordinates Developed colleaguesProjects objectives Creates mission

V

LEADERSHIP IN TEAMS

Leadership 5

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 2and only 3 when expertise / experience is need or whenchaos arise.

LEADERSHIP STYLES

These are choosen depending on •TASK•SITUATION•GROUP

The talented Leader uses the most appropriatestyle. They can be described as:

• Telling• Selling • Consulting• Delegating• Joining

orAutocraticLaissez – FaireDemocratic

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: 1. Manipulation2. Coercion

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.

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.

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.

JOINING

Leader is not focused on either group or jobHe 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.

SHARING LEADERSHIP METHOD

     

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.

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:

Leader

Forces on Leader

Forces on situaton Forces on Team

•Forces affecting a leader’s choice of leadership style.

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 SituationThese 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 ofalternatives.

Considering the GroupThe five styles of leadership previously described are usefulways to look at leadership, and they also happen to correspond to a model of participation found among groupmembers.

BARRIERS TO SHARING LEADERSHIP

Occasionally, a Leader may find that for reasons he does notunderstand 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.

Learning Styles

ActivistsStrengths: •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 imformationWeaknesses:•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’ TheoristsStrengths:•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 orientedWeaknesses:•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.

Team Roles

ROLE DESCRIPTION ALLOWABLE WEAKNESS

Plant

Creative,imaginative, unorthodox. Solves difficult problems.

Ignores details. Too preoccupied to communicate effectively

Resource Investigator

Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.

Over-optimistic. Loses interest once initial enthusiasm has passed.

Co-Ordinator

Mature, confident, a good chairperson. C larifies goals, promotes decision making. Delegates well.

Can be seen as manipulative. Delegates personal work.

Shaper

Challenging, dynamic, thrives on pressure. Has the drive an courage to overcome obstacles.

Can provoke others. Hurts people's feelings

Monitor - Evaluator

Sober, strategic an discerning. Sees all options, judges accurately.

Lacks drive and ability to inspire others. Overly critical.

Team Worker

Co-operative, perceptive and diplomatic. Listens, builds, averts friction, calms the water.

Indecisive in crunch situations. Can be easily influenced.

Implementer

Disciplined, reliable, conservative, and efficient. Turns ideas into practical actions.

Somewhat inflexible. Slow to respond to new possibilities.

Completer

Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.

Inclined to worry unduly reluctant to delegate. Can be a nit- picker

Specialist

Single minded, self - sharing, dedicated. Provides knowledge and skills in rare supply.

Contributes on only a narrow front. Dwells on technicalities. Overlooks the big picture.