Leadership in voluntary & Peer Groups

andIt’s role in building team

culture

Submitted by:

Rakesh Kumar Duchaniya(12112056)

Tapesh Kumar(12112074)

Vishnu Prasad Meena(12112081)

Ashok Paliwal(12210008)

SUBMITTED TO:Dr. M. K. RaoAssistant ProfessorIIT Roorkeemkraofdm[at]iitr.ac.in

Team buildingIt is a group process intervention aimed at improving interpersonal relations and social interactions and has developed to include achieving results, meeting goals, and accomplishing tasks.

Benefits of team building Self-development-Increased flexibility in skills and abilities

Improved collaboration, communication

Better problem-solving capacity than work groups with individual mind-set

More beneficial in times of organizational change

Focuses on group goals to accomplish more beneficial tasks

Increased creative and flexible thinking as a team

Characteristics of well-functioning groups1. Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its

mission and goals.

2. Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.

3. Roles: Members know their roles in getting tasks done and when to allow a more skilful member to do a certain task.

4. Decisions: Authority and decision-making lines are clearly understood.

5. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth.

6. Personal traits: members feel their unique personalities are appreciated and well utilized.

7. Norms: Group norms for working together are set and seen as standards for every one in the groups.

8. Effectiveness: Members find team meetings efficient and productive and look forward to this time together.

9. Success: Members know clearly when the team has met with success and share in this equally and proudly.

10. Training: Opportunities for feedback and updating skills are provided and taken advantage of by team members.

Leadership (in groups) Leadership has been described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".

Group leadership involves more than one person providing direction to the group as a whole.

It has a proven record of increased creativity, reduced costs, and improved team performance in many teams and organizations.

Leadership characteristics Flexible/Adaptable

A Good Communicator

Quiet Confidence

Enthusiastic

Open-Minded

Resourceful

Rewarding

Well Educated

Open to Change

Interested in Feedback

Evaluative

Organized

Consistent

Delegator

Building Team culture (as a Role of leadership)

Behind every successful leader is a vibrant culture that engages and energizes employees.

In almost every case, that culture has been defined, shaped and personified by the leader.

1.CREATING A SHARED TEAM VISION

We have a clear and deep sense of purpose – relevant to both the team and the organisation

The Vision is agreed and shared by all team members

Team members understand how they personally and collectively contribute to the Vision through what they do

2.AGREEING VALUES,

PRACTICES AND BEHAVIOURS

We know what we will not compromise in achieving our Vision

We behave in ways that reflect our Vision and Values

We align our practices i.e. our Vision and Values

3.BUILDING TEAM

IDENTITY

We interact with and speak about each team member with respect and confidence

We are united as a team in achieving our Vision and Goals

We are known for our commitment to each other, our Vision and the organisation’s success

4.SETTING GOALS

AND FACILITATING FOR RESULTS

We jointly set clear and well-defined goals and outcomes that ensure our success

We implement actions related to our goals and follow up on their effectiveness

We keep each other on track and moving forward in order to achieve our goals

5.APPRECIATING AND USING TEAM

DIFFERENCES

We treat team members with respect; acknowledging their different motivations, values, work styles and traditions

We enable other team members to participate fully and learn from each other

We embrace differences to create team spirit, stimulate creativity, generate commitment and provide a variety of alternatives

6.STRENGTHENING TEAM

CAPABILITIES

We know each other’s abilities and find ways of using untapped potential

We identify and eliminate barriers to both individual & team performance

We coach each other as part of our ongoing learning in building and strengthening our capability

Execution of leadership responsibilities

Culture vs. Performance

LEADERSHIP IN PEER GROUPS

PEER GROUPS A group of people with shared goals or interests, who are few enough in number for each to know and communicate with all others personally

Includes groups of people who "hang together" for a variety of reasons. Perhaps they do similar work or have another factor in common, such as membership on a bowling team or involvement in some other activity

Evolves informally to meet members' personal needs for security, belonging, esteem, or such

PEER GROUP

It means that your peer group, who has followed your non-titled leadership when you were among them, will now follow you as their new manager

Most of the members of your team that you are leading look at you as their peer

Peer leadership is fraught with pitfalls and land mines

Peer leadership is easier than stepping into the unknown.

formed opinion of who you are as a person.

PEER LEADERSHIP

HOW DOES IT EVOLVE ? PEER INFLUENCES play an important role

Sometimes, same-aged peers older peers served as friends & role models in early leadership stages

Someone in every group is the most trusted or the most charismatic; group members look up to this person and accept this individual's advice and guidance

the informal leader possesses one of the most important characteristics of true leadership: the voluntary acceptance of the followers.

HOW DOES IT EVOLVE ? This is potentially one of the strongest forms of leadership--no organizational authority exists

Unconsciously, members recognize a form of authority that isn't imposed by any structure.

FEW MISTAKES When individuals, like yourself, get promoted to lead your peers, you want to make a quick impression that things are different: you are in charge now. You are no longer a peer, but different. You start acting differently. Oops! First major mistake!

FEW MISTAKES The second mistake for the newly promoted leader is not being prepared to see more of the complexities behind the team. As a peer amongst your teammates you get to see the interaction from a specific level. In most instances your teammates are trying to put their best foot forward with you. This means that you do not know all their faults and all the other extraneous reasons as to why they are not up to snuff when compared to you. When you get promoted the curtain is lifted and you get to see more.

FEW MISTAKES Lastly, the newly promoted leader is not ready to take charge. This means that they do not have a plan in place for specific steps to set their best foot forward.

Essentially a plan helps a leader keep focus, establish trust with their team, and build a vision for the future

Typically leaders who are promoted amongst their peers do not have a plan in place. This makes them unorganized and ill prepared for the challenges of leadership amongst their peers.

HOW TO GET IT RIGHT ? Have a plan for how you will transition from peer to leader. A plan is important to solidifying your leadership and building a strong foundation of trust and respect amongst your team.

Approach your team as if it were new and not a team of your peers.

Set a tone that recognizes your previous status as a peer and your new status as their leader.

It also reduces the perception of you dictating or being authoritarian since everyone on the team

VOLUNTARY GROUPSA voluntary association or union (also sometimes called a voluntary organization, unincorporated association, common-interest association, or just an association) is a group of individuals who enter into an agreement as volunteers to form a body (or organization) to accomplish a purpose. Common examples include trade associations, trade unions, learned societies and professional associations, environmental groups, and various other types of groups.

Challenges to Volunteer Group LeadersTime Poverty:

People today feel increasing pressures and demands for their time. Time is becoming a precious commodity and people are saying they just don’t have enough hours in a day or week to do all the things they must/want to do. And there is a lingering perception that volunteer work requires a long-term commitment

Responsiveness:

Volunteers want immediate access to information, resources and people. They expect you to supply them with answers promptly. They want easy, quick ways to do training. They expect instant access to you. And, they expect you to keep them well informed of all that is happening

Technology:

Technology has certainly caused the challenge of responsiveness. It has introduced us to whole new ways of work and has also created even larger gaps between those who have technology and those who do not have it.

Changing Expectations:

Volunteers and association members have changing expectations of what they want from volunteer service. We have a younger generation that is more entrepreneurial and less likely to be attracted to large, bureaucratic structure.

Thank You