Leadership & Team Building-ggsu

7/21/2019 Leadership & Team Building-ggsu

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LEADERSHIP & TEAMLEADERSHIP & TEAM

BUILDINGBUILDINGMR B.TANDARAYEN MR B.TANDARAYEN

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



2209/21/1509/21/15

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



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

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Leadership & Team Building-ggsu