leadership & team building-ggsu
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A wonderful presentation on Leadership & Team BuildingTRANSCRIPT
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LEADERSHIP & TEAMLEADERSHIP & TEAM
BUILDINGBUILDINGMR B.TANDARAYEN MR B.TANDARAYEN
BEng, Msc (HRM)BEng, Msc (HRM)
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Course outlineCourse outline
LeadershipLeadership
Leaders !"s Mana#ersLeaders !"s Mana#ers
Theories o$ Leadership Theories o$ Leadership
%ualities o$ a #ood leader %ualities o$ a #ood leader
Leadership IssuesLeadership Issues
Tea Buildin#Tea Buildin#
Group d'nai(s & Group De!elop) Group d'nai(s & Group De!elop)
Teas* In$luen(e o$ tea at the +or, Teas* In$luen(e o$ tea at the +or,
pla(e pla(e
Methods to de!elop e$$e(ti!e teasMethods to de!elop e$$e(ti!e teas
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IntroductionIntroduction
Today in an environment that is highlyToday in an environment that is highly
competitive, and driven by considerationscompetitive, and driven by considerations
of technology, innovation, uality, costof technology, innovation, uality, cost
effectiveness, timeliness and e!cellence ineffectiveness, timeliness and e!cellence in
service delivery, "overnmentservice delivery, "overnment
organisations cannot afford to lag behindorganisations cannot afford to lag behind
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LeadershipLeadership
$eadership can be vie%ed as a dynamic$eadership can be vie%ed as a dynamic
process, %hich involves a number ofprocess, %hich involves a number of
combined factors and phenomena, andcombined factors and phenomena, and
the outcomes of effective leadership arethe outcomes of effective leadership are
behaviours and achievements that are inbehaviours and achievements that are in
line %ith the vision and strategies of theline %ith the vision and strategies of the
organisationorganisation
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&efinition' $eadership&efinition' $eadership
““ The ability to influence a group towardThe ability to influence a group toward
the achievement of goals” the achievement of goals” Robbins & Coulter(1999Robbins & Coulter(1999
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Leadership !aria-lesLeadership !aria-les
There are five main variables that canThere are five main variables that can
influence leadership behaviour'influence leadership behaviour'
1)1)The tas*s and goal of the organisationThe tas*s and goal of the organisation2)2)The leader+s *no%ledge, s*ills attitudesThe leader+s *no%ledge, s*ills attitudes
3)3)The follo%ers s*ills, attitudes motivationThe follo%ers s*ills, attitudes motivation
#)#)The conte!t or situationThe conte!t or situation5)5)The resources availableThe resources available
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$eaders .anagers$eaders .anagers
$eadership is a function above$eadership is a function above
managementmanagement
good manager is %ell organied and good manager is %ell organied and%or*s efficiently%or*s efficiently
$eaders agitate for change and ne%$eaders agitate for change and ne%
approaches, managers advocate stabilityapproaches, managers advocate stability
and the status uoand the status uo
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ont)ont)
ut a good leader together %ith the above,ut a good leader together %ith the above,
is someone %ho encourages others to dois someone %ho encourages others to do
better better
$eadership is one of the most important$eadership is one of the most important
issues and is uite scarce in theissues and is uite scarce in the
organisation)organisation)
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Theories of $eadershipTheories of $eadership
1) ontemporary Theories'1) ontemporary Theories'
a) ttribution Theory' It is based on the concept ofa) ttribution Theory' It is based on the concept of
cause and effect relationship) $eaders arecause and effect relationship) $eaders are
characterise as having a number of traits'characterise as having a number of traits'intelligence, outgoing personality, strong verbalintelligence, outgoing personality, strong verbal
s*ills, aggressiveness understanding)s*ills, aggressiveness understanding)
good leader is considered to be someone %ho good leader is considered to be someone %ho
pays high attention to production/tas*s as %ellpays high attention to production/tas*s as %ell
as people/relationship, irrespective of situationas people/relationship, irrespective of situation
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ont)ont)
b) harismatic Theoryb) harismatic Theory
harismatic leaders possess certainharismatic leaders possess certainpersonal ualities that they use to e!ercisepersonal ualities that they use to e!ercise
profound and e!traordinary impact uponprofound and e!traordinary impact upontheir follo%er)their follo%er)
These are' bility to command respect,These are' bility to command respect,
inspire pride and faithinspire pride and faithThey have a strong sense of mission andThey have a strong sense of mission and
purpose and are able to articulate a clearpurpose and are able to articulate a clearvision to their follo%ersvision to their follo%ers
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ont)ont)
c) Transactional Transformational $eadershipc) Transactional Transformational $eadership
Transactional leader uses position po%er andTransactional leader uses position po%er and
the follo%ers are motivated by self4intereststhe follo%ers are motivated by self4interests
Transformational $eadership is moreTransformational $eadership is more
strongly correlated to lo%er turnover rates,strongly correlated to lo%er turnover rates,higher productivity and higher employeehigher productivity and higher employee
satisfactionsatisfaction
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Theories of $eadershipTheories of $eadership
2) tyle theories'2) tyle theories'
a)a) utocratic style utocratic style
b)b) &emocratic style&emocratic stylec)c) $aisse faire style$aisse faire style
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ont)ont)
3) ontingency Theories3) ontingency Theories
These theories ta*e a more conte!tual vie%These theories ta*e a more conte!tual vie%
and focus on the importance of situation inand focus on the importance of situation in
%hich leadership is e!ercised)%hich leadership is e!ercised)
They are based on the belief that there is noThey are based on the belief that there is no
single style of leadership appropriate to allsingle style of leadership appropriate to all
situationssituations
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ont)ont)
a)a) The contingency theory 67ielder+s8 ofThe contingency theory 67ielder+s8 of
leadership ta*es into account both theleadership ta*es into account both the
leader+s personality and the comple!itiesleader+s personality and the comple!ities
of situation) The follo%ing areof situation) The follo%ing are
encouraged'encouraged'
"ood leader4member relations, high tas* "ood leader4member relations, high tas*
structure and high position po%er structure and high position po%er
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ont)ont)
b) ontingency theory 6:ath4goal8' Theb) ontingency theory 6:ath4goal8' The
leadership style is adapted to theleadership style is adapted to the
characteristics of the follo%ers and thecharacteristics of the follo%ers and the
environment in %hich they are employedenvironment in %hich they are employed
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c) ituational Theory' It suggests that leader
behaviour needs to be ad;usted to the
maturity level of the follo%ers i)e degree of
motivation, e!perience and interest
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%ualities o$ a #ood leader %ualities o$ a #ood leader
TrustTrust
&etermination < Initiative perseverance&etermination < Initiative perseverance
=umility < modesty> %ith focus on=umility < modesty> %ith focus oncollective rather than personalcollective rather than personal
recognition/achievementrecognition/achievement
=onesty Integrity=onesty Integrityompetence Initiativeompetence Initiative
ense of responsibility 7or%ard4loo*ingense of responsibility 7or%ard4loo*ing
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LEADERSHIP ISSUESLEADERSHIP ISSUES
$eadership "ender' The gender issue
needs to be e!amined ob;ectively and
stereotyping needs to be avoided
$eadership cultural factors' ultural
factors have the potential of impacting
upon leadership behaviours) o both the
value systems of leaders and follo%erscan shape the leadership relationships in
given conte!ts
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ont)$eadership and organisational life cycle'
The leadership behaviour %ill have to ta*e
into consideration the demands of the
specific stages of the organisational life
cycle and adopt the leadership style that ismost suitable
$eadership globalisation' ?rganisations
%ill have to train leaders for globaloperations by focussing on cross4cultural
and language s*ills
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TEAM BUILDINGTEAM BUILDING
Today %ith the gro%ing comple!ity of
society and the continuing development of
technological capability, more
organisational life %ill revolve aroundgroup and team structures
The contribution of teams and groups %ill
find accrued importance in the decisionma*ing process
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"roup &evelopment
7orming stage' is characterised by the
development of interpersonal
relationships, identification of goals and
the establishment of behaviour normsamong the members
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ont)
torming stage' is characterised by intra4
group conflict) e)g conflict over leadership,
goals etc
@orming stage' is %here members of the
group understand %hat is e!pected of
them and %here the leadership structure is
clear
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ont)
:erforming stage' This stage results in an
effective %ell4integrated group that
performs the reuired tas* effectively
efficiently
d;ourning stage' Ahen the tas* is
completed, the group prepares for its
%inding up)
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Teams
The team based structures approach is in
line %ith the human aspect of
management that has sought to
encourage and sustain motivation andcommitment of staff as a %ay of
enhancing and advancing the cause of
both productivity for the organisation andproviding a satisfying environment for
employees
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&efinition of Team
“a small number of people with
complementary s!ills who are committed
to a common purpose" performance" goal
and approach for which they holdthemselves mutually accountable”
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:reparation for effective
Team uilding
Bffective %or* teams do not ;ust happen
miraculously> they are the result of careful
planning and preparation)
The need for'
:reparing the %or* environment
:reparing you' the $eader :reparing team members
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:reparing the %or* environment
1) Identify the department+s purpose that e!plainsclearly 6as a %hole8 %hat the department issupposed to do
2) Bach employee in the department has clearlydefined ;ob tas*s %ith defined performancelevels
3) Bnsure that every person/supervisor at every
level in the department demonstrates daily'a) $eadership s*ills
b) Aor* assessment s*ills
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ont)
#) .a*e sure that'
a) There is proper delegation at every level
b) There is chance for creativity, innovation decision ma*ing by the employee
c) .uch emphasis is laid on employee
coaching, training and development at alllevels
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:reparing you' The $eader
1) .a*e sure that all ne% employee have
completed a measurable and
documented orientation and basic
training program in their ne% ;ob %ithinthe department
2) Bnsure good communication and
discussion %ith your staff'
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a) To identify %or* related strengths and
performance improvement needs of
each of them
b) To identify non4budgetary re%ard that
could have value for each of them
c) o that you and your staff are in regular
agreement on the priority
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3) The need to identify potential team leadersand identify additional training ore!perience opportunities that %ill help them
in their development#) The need to identify to your satisfaction,
the limits of authority you %ill be %illinge!ert
5) &iscussing %ith the potential team leadersto help them see through your eyes
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() The need to develop' C Team code of
conductD in con;unction %ith your potential
team leaders that %ill be observed %hen
you begin the creation of %or* teams
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:reparing the Team .embers
Eou need to ensure that every team
members receive training 6on/off ;ob8 on'
a) ommunication' oral and %ritten4 better
communication s*ills %ill ma*e it easier
to %or* %ith each other, their leaders and
their staff/customers
b) :roblem solving
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ont)
c) onducting effective meeting' llo%ing
them to lead departmental meetings to
develop their s*ills and confidence, ta*e
some %or* load off their leader, and spotfuture talent
d) ny *ind of training to help them increase
their value to the organisation
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$eadership Team building
Ae have to bear in mind that $eadership
Team building cannot Cfunction in
isolationD, they are related to the
behaviour of people in organisation
ome FBGE I.:?GT@T IHB to
consider'
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FI Issues in ?rganisation
ommunication
.otivation
:ersonality, perception decision ma*ing$earning learning organisation
Falues, attitude ;ob satisfaction
onflict management
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ommunication
ommunication process
Types/forms of communication
7lo%/channels of communicationBffective communication
arriers to effective communication
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.otivation
Intrinsic/e!trinsic motivation
.aslo%+s Theory of needs'
:hysiological4afety4ocial4elf esteem4elfactualisation
Theory Theory E
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:ersonality, :erception &).a*ing
:ersonality types' B!troversion v/s
Introversion
.a*ing ;udgment on others
"roup/team decision ma*ing process
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$earning $earning organisation
Importance of learning in organisation
C$earning is living> learning is gro%ingD
$earning organisation moving to%ardsJno%ledge .anagement
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Falues, ttitude K)atisfaction
Falues' Importance
ttitudes at %or* to%ards %or*
7actors leading to Kob satisfaction'challenging %or*, re%ards, %or*
environment %or* condition etc
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onflict .anagement
trategies for managing conflict'
ommunication
ompromise uthoritative command
@egotiation
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B@& ?7 BI?@
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ontact &etails
.G )T@&GEB@
Bngineer
.inistry of gro4Industry 7ood ecurityoromandel
Tel'233 50##, 233 0030
7a!' 233 #--9Bmail' btandarayenLmail)gov)mu
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Gecommended Geading
even =abits of highly effective people,
)ovey
"reatness guide I II, G)harma
$eadership .otivation, K)dair
?rganisational ehaviour, Gobbins
=uman Gesource .anagement=andboo*, rmstrong