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LEADERSHIP & TEAM LEADERSHIP & TEAM BUILDINGBUILDING

MR B.TANDARAYENMR B.TANDARAYEN

BEng, Msc (HRM)BEng, Msc (HRM)

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Course outlineCourse outline

LeadershipLeadership

>Leaders v/s Managers>Leaders v/s Managers

> Theories of Leadership > Theories of Leadership

> Qualities of a good leader> Qualities of a good leader

>Leadership Issues>Leadership Issues

Team BuildingTeam Building

> Group dynamics & Group Develop.> Group dynamics & Group Develop.

> Teams: Influence of team at the work > Teams: Influence of team at the work place place

>Methods to develop effective teams>Methods to develop effective teams

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IntroductionIntroduction

Today in an environment that is highly Today in an environment that is highly competitive, and driven by considerations competitive, and driven by considerations of technology, innovation, quality, cost of technology, innovation, quality, cost effectiveness, timeliness and excellence in effectiveness, timeliness and excellence in service delivery, Government service delivery, Government organisations cannot afford to lag behindorganisations cannot afford to lag behind

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LeadershipLeadership

Leadership can be viewed as a dynamic Leadership can be viewed as a dynamic process, which involves a number of process, which involves a number of combined factors and phenomena, and combined factors and phenomena, and the outcomes of effective leadership are the outcomes of effective leadership are behaviours and achievements that are in behaviours and achievements that are in line with the vision and strategies of the line with the vision and strategies of the organisation organisation

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Definition: LeadershipDefinition: Leadership

“ “ The ability to influence a group toward The ability to influence a group toward the achievement of goals”the achievement of goals”

Robbins & Coulter(1999)Robbins & Coulter(1999)

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Leadership variablesLeadership variables

There are five main variables that can There are five main variables that can influence leadership behaviour:influence leadership behaviour:

1.1.The tasks and goal of the organisationThe tasks and goal of the organisation

2.2.The leader’s knowledge, skills & attitudesThe leader’s knowledge, skills & attitudes

3.3.The followers skills, attitudes & motivationThe followers skills, attitudes & motivation

4.4.The context or situationThe context or situation

5.5.The resources availableThe resources available

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Leaders & ManagersLeaders & Managers

Leadership is a function above Leadership is a function above managementmanagement

A good manager is well organized and A good manager is well organized and works efficientlyworks efficiently

Leaders agitate for change and new Leaders agitate for change and new approaches, managers advocate stability approaches, managers advocate stability and the status quoand the status quo

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Cont.Cont.

But a good leader together with the above, But a good leader together with the above, is someone who encourages others to do is someone who encourages others to do betterbetter

Leadership is one of the most important Leadership is one of the most important issues and is quite scarce in the issues and is quite scarce in the organisation. organisation.

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Theories of LeadershipTheories of Leadership

1. Contemporary Theories:1. Contemporary Theories:

a. Attribution Theory: It is based on the concept of a. Attribution Theory: It is based on the concept of cause and effect relationship. Leaders are cause and effect relationship. Leaders are characterise as having a number of traits: characterise as having a number of traits: intelligence, outgoing personality, strong verbal intelligence, outgoing personality, strong verbal skills, aggressiveness & understanding.skills, aggressiveness & understanding.

A good leader is considered to be someone who A good leader is considered to be someone who pays high attention to production/tasks as well pays high attention to production/tasks as well as people/relationship, irrespective of situation as people/relationship, irrespective of situation

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Cont.Cont.

b. Charismatic Theory b. Charismatic Theory Charismatic leaders possess certain Charismatic leaders possess certain

personal qualities that they use to exercise personal qualities that they use to exercise profound and extraordinary impact upon profound and extraordinary impact upon their follower. their follower.

These are: Ability to command respect, These are: Ability to command respect, inspire pride and faithinspire pride and faith

They have a strong sense of mission and They have a strong sense of mission and purpose and are able to articulate a clear purpose and are able to articulate a clear vision to their followersvision to their followers

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Cont.Cont.

c. Transactional & Transformational Leadershipc. Transactional & Transformational LeadershipTransactional leader uses position power and Transactional leader uses position power and

the followers are motivated by self-intereststhe followers are motivated by self-interests

Transformational Leadership is more Transformational Leadership is more strongly correlated to lower turnover rates, strongly correlated to lower turnover rates, higher productivity and higher employee higher productivity and higher employee satisfaction satisfaction

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Theories of Leadership Theories of Leadership

2. Style theories:2. Style theories:

a.a. Autocratic styleAutocratic style

b.b. Democratic styleDemocratic style

c.c. Laissez faire styleLaissez faire style

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Cont.Cont.

3. Contingency Theories3. Contingency Theories

These theories take a more contextual view These theories take a more contextual view and focus on the importance of situation in and focus on the importance of situation in which leadership is exercised.which leadership is exercised.

They are based on the belief that there is no They are based on the belief that there is no single style of leadership appropriate to all single style of leadership appropriate to all situations situations

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Cont.Cont.

a.a. The contingency theory (Fielder’s) of The contingency theory (Fielder’s) of leadership takes into account both the leadership takes into account both the leader’s personality and the complexities leader’s personality and the complexities of situation. The following are of situation. The following are encouraged:encouraged:

> Good leader-member relations, high task > Good leader-member relations, high task structure and high position powerstructure and high position power

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Cont.Cont.

b. Contingency theory (Path-goal): The b. Contingency theory (Path-goal): The leadership style is adapted to the leadership style is adapted to the characteristics of the followers and the characteristics of the followers and the environment in which they are employedenvironment in which they are employed

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c. Situational Theory: It suggests that leader behaviour needs to be adjusted to the maturity level of the followers i.e degree of motivation, experience and interest

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Qualities of a good leaderQualities of a good leader

TrustTrust

Determination – Initiative & perseveranceDetermination – Initiative & perseverance

Humility – modesty; with focus on Humility – modesty; with focus on collective rather than personal collective rather than personal recognition/achievementrecognition/achievement

Honesty & IntegrityHonesty & Integrity

Competence & InitiativeCompetence & Initiative

Sense of responsibility & Forward-lookingSense of responsibility & Forward-looking

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LEADERSHIP ISSUESLEADERSHIP ISSUES

Leadership & Gender: The gender issue needs to be examined objectively and stereotyping needs to be avoided

Leadership & cultural factors: Cultural factors have the potential of impacting upon leadership behaviours. So both the value systems of leaders and followers can shape the leadership relationships in given contexts

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Cont.Leadership and organisational life cycle: The leadership behaviour will have to take into consideration the demands of the specific stages of the organisational life cycle and adopt the leadership style that is most suitable

Leadership & globalisation: Organisations will have to train leaders for global operations by focussing on cross-cultural and language skills

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TEAM BUILDINGTEAM BUILDING

Today with the growing complexity of society and the continuing development of technological capability, more organisational life will revolve around group and team structures

The contribution of teams and groups will find accrued importance in the decision making process

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Group Development

Forming stage: is characterised by the development of interpersonal relationships, identification of goals and the establishment of behaviour norms among the members

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Cont.

Storming stage: is characterised by intra-group conflict. e.g conflict over leadership, goals etc

Norming stage: is where members of the group understand what is expected of them and where the leadership structure is clear

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Cont.

Performing stage: This stage results in an effective well-integrated group that performs the required task effectively & efficiently

Adjourning stage: When the task is completed, the group prepares for its winding up.

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Teams

The team based structures approach is in line with the human aspect of management that has sought to encourage and sustain motivation and commitment of staff as a way of enhancing and advancing the cause of both productivity for the organisation and providing a satisfying environment for employees

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Definition of Team

“a small number of people with complementary skills who are committed to a common purpose, performance, goal and approach for which they hold themselves mutually accountable”

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Preparation for effectiveTeam Building

Effective work teams do not just happen miraculously; they are the result of careful planning and preparation.

The need for:Preparing the work environmentPreparing you: the LeaderPreparing team members

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Preparing the work environment

1. Identify the department’s purpose that explains clearly (as a whole) what the department is supposed to do

2. Each employee in the department has clearly defined job tasks with defined performance levels

3. Ensure that every person/supervisor at every level in the department demonstrates daily:

a. Leadership skillsb. Work assessment skills

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Cont.

4. Make sure that:

a. There is proper delegation at every level

b. There is chance for creativity, innovation & decision making by the employee

c. Much emphasis is laid on employee coaching, training and development at all levels

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Preparing you: The Leader

1. Make sure that all new employee have completed a measurable and documented orientation and basic training program in their new job within the department

2. Ensure good communication and discussion with your staff:

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a. To identify work related strengths and performance improvement needs of each of them

b. To identify non-budgetary reward that could have value for each of them

c. So that you and your staff are in regular agreement on the priority

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3. The need to identify potential team leaders and identify additional training or experience opportunities that will help them in their development

4. The need to identify to your satisfaction, the limits of authority you will be willing exert

5. Discussing with the potential team leaders to help them see through your eyes

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6. The need to develop: “ Team code of conduct” in conjunction with your potential team leaders that will be observed when you begin the creation of work teams

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Preparing the Team Members

You need to ensure that every team members receive training (on/off job) on:

a. Communication: oral and written- better communication skills will make it easier to work with each other, their leaders and their staff/customers

b. Problem solving

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Cont.

c. Conducting effective meeting: Allowing them to lead departmental meetings to develop their skills and confidence, take some work load off their leader, and spot future talent

d. Any kind of training to help them increase their value to the organisation

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Leadership & Team building

We have to bear in mind that Leadership & Team building cannot “function in isolation”, they are related to the behaviour of people in organisation

Some VERY IMPORTANT ISSUES to consider:

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VI Issues in Organisation

Communication

Motivation

Personality, perception & decision making

Learning & learning organisation

Values, attitude & job satisfaction

Conflict management

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Communication

Communication process

Types/forms of communication

Flow/channels of communication

Effective communication

Barriers to effective communication

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Motivation

Intrinsic/extrinsic motivation

Maslow’s Theory of needs:

Physiological-Safety-Social-Self esteem-Self actualisation

Theory X & Theory Y

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Personality, Perception & D.Making

Personality types: Extroversion v/s Introversion

Making judgment on others

Group/team decision making process

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Learning & Learning organisation

Importance of learning in organisation

“Learning is living; learning is growing”

Learning organisation moving towards Knowledge Management

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Values, Attitude & J.Satisfaction

Values: Importance

Attitudes at work & towards work

Factors leading to Job satisfaction: challenging work, rewards, work environment & work condition etc

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Conflict Management

Strategies for managing conflict:CommunicationCompromiseAuthoritative commandNegotiation

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END OF SESSION

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Contact Details

MR B.TANDARAYEN

Engineer

Ministry of Agro-Industry & Food Security

Coromandel

Tel:233 5044, 233 0030

Fax: 233 4779

Email: btandarayen@mail.gov.mu

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Recommended Reading

Seven Habits of highly effective people, S.Covey

Greatness guide I & II, R.Sharma

Leadership & Motivation, J.Adair

Organisational Behaviour, Robbins

Human Resource Management Handbook, Armstrong