Chapter III

LEADERSHIP AND TEAM BUILDING

Objectives
1. Define leadership and teambuilding;
2. Identify the basic element/essence of effective leadership and
characteristic traits of a good and principle centered leader;
3. Specify the characteristics of effective leader in terms of function;
4. To know the significance of team building in the task of nation building;
5. Orient the students about the basic skills needed in team building.

Lesson 3.1 Leadership

“A true leader has the confidence to stand alone, the courage to make
tough decisions, and the compassion to listen to the needs of others. He does
not set out to be a leader, but becomes one by the quality of his actions and
the integrity of his intent. In the end, leaders are much like eagles they don’t
flock, you find them one at a time” but always with a watchful, vigilant and
observant eye.

Leadership played a vital role and marked an influence in shaping the af-
fairs of men through time. Leadership has been viewed as the art of influencing
and winning the support of other human beings. We have become socialized
and educated into a system that views leadership within this narrowly defined
concept. The accepted perspectives of leadership has become inadequate to
respond to the modern demands, in the context of our rapidly changing socio-
economic, political, spiritual, cultural, social, traditional and even professional
values. As with all scientific and artistic endeavors, one should always begin
with the basics.

Leadership is one of the most regarded qualities of a successful person; it

shapes groups, communities, organizations and nation. Without good and
trusted leaders; organizations, institutions, communities and nations crumble
and fall. Honest and credible leaders are the foundation of a strong society. The
lack of it brings chaos and unrest in people; progress and development is
unimaginable. Leaders are rudders that give direction to people’s dreams and
aspirations.

3.1.1 Definitions of Leader

a. A leader is someone who has the capability to take charge,

influence and direct in any capacity and under any situation the progress
and development of people under his care.
b. A leader is a person who has the art of influencing and motivating
people in the achievement and realization of a vision, mission and goal.
c. A leader is someone who is conscious of the needs of the individuals

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he or she serves and is willing to guide and direct their actions and
activities in the realization of their goal.

d. A leader is someone who governs strongly, but who respects

individual rights, does not discriminate and rule without thinking.
e. A leader is one who has the ability to be innovative, and make good
decisions. He is a person who is able to relate and listen to, respect and
motivate followers by setting good examples and exudes pleasing values
which inspire and encourage people to move forward with confidence and
hope.
f. A leader is one who is a role-model, a community participant, and a
person who has the ability to guide others in the attainment of their goals.
g. Leadership includes the ability to understand what drives
individuals to take specific actions and create opportunities for them to
meet personal and organizational needs at the same time.
h. Leadership is the privilege of having the responsibility to direct the
actions of others in carrying out the purpose of the organization at varying
levels of authority and with accountability for both successful and failed
endeavors.”

3.1.2 The Basic Element/Essence of Effective Leadership

The destiny and course of a group or organization lies in the kind of people
instrumental in bringing about the realization, achievement and fulfillment of
their vision, mission, goals and objectives. Too authoritative leaders neglect to
see individual potentials. Too democratic leaders might be prone to abuse due
to the misconstrued understanding of freedom. Leadership should be well
balanced. Its efficiency and effectiveness are based on the idea of total human
development. The following are the basic elements of effective leadership.

a. Vision
A great leader is a dreamer and a visionary. Martin Luther King Jr.
galvanized a nation with his “I have a dream” speech. If he had had authority
in addition to his personal power, he could have put his ideas into effect.
Without a vision, you have the trappings of leadership. A great vision appeals
to core values shared by both the leader and followers and earns their
voluntary commitment. A vision inspires people to accept a mission. Some
people work very hard for money; but most people work much harder when
they are on a mission! The person who can clearly articulate a vision will
have a greater chance of obtaining a follower. Communication and
presentation skills are important, but these are just tools, and without the
underlying vision the leader will be seen as insincere.

b. High regard to people

Great leaders value individuals who follow them and regard people as
treasure - the source of their success and inspiration to build the future.
Leaders don’t think of people only as “assets” or as “resources”. They think
of them as persons clothed with honor and dignity to be respected and
esteemed. People are very perceptive about how sincerely a leader cares for
them. Great leaders know their followers, their aspirations and sentiments,

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and respect these sentiments, thus establish a bond that motivates them to
participate and involve themselves in the achievement of the organizational
goals. They listen well and focus their attention on the person with whom
they are speaking.

c. Commitment
Leaders are people who are dedicated to accomplish great things beyond
the call of duty. They think of work not as obligation and duty but a personal
responsibility aimed for a grater purpose and cause. Remuneration and
benefits are only secondary to the achievement of the organization’s vision,
objectives and goals. A leader must be a man of service and gives paramount
importance to the realization of the objectives of the organization.

d. Team building
People always want to be part of something big, noble and great. They do
not want to be just mere “scarecrow” or mere spectators of great events.
Their active involvement as key plays in the realization of a project gives
inspiration for a deeper commitment to the aspirations of an organization.
Elitism and competition within the team is discouraged. Great leaders allow
people to work together as teams knowing that it is the ability to work
together, trust in each other and compensate for each others’ weaknesses
that leads teams to victories

e. Openness to change
Great leaders ensure that people are properly trained to do their jobs.
Training leads to personal growth and compels people to grow and seek
out larger and higher goals. Their confidence soars. Great leaders ensure
enhancement of members to allow them to achieve more of their own
potential. Great leaders show initiative and are proactive. They are open
to the birth of new ideas and plans. It is a sign of trust in their followers
and a belief in their ability to see the big picture. They actively seek out
creative people who will be looking for a better way to do and accomplish
things. They aren’t stuck on their own way of achieving the vision if a
better way is found.

f. Fairness and Sound Judgment

Good and trusted leaders have the ability to weigh things fairly and
objectively before making a decision. The ability to judge with fairness and
equality creates an atmosphere of trust and confidence in the members.
This kind of environment bridges trust and confidence between and among
members of an organization and brings about moral turpitude. Equal and
fair treatment; impartiality and objectivity on the part of a leader enhance
personal relationship among people.

3.1.3 What are the Characteristic Traits of a Good Leader?

Characteristic traits are often defined as human qualities that can be as -

sociated with or inherent in a person. Such qualities are necessary and
exigent to a wholesome and meaningful life. These human qualities are
essential in winning, influencing, attracting and inspiring people. Here is a
list of characteristics a leader must posses in order to be effective:
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a. Integrity
It refers to one’s untainted and unblemished character. It is the root
and foundation of a person’s trustworthiness which is apparent in the
conduct of business and other transactions and activities. It is the
uprightness of character and soundness of one’s moral principles. Integrity
is also manifested in the firmness of one’s principle; expression of
personality and behavior.

b. Courage
It is defined as the ability to disregard fear, and to act with bravery,
calmness and serenity. It is a mental quality that recognizes fear, yet it
enables one to meet anger or opposition with calmness and firmness. A
leader must go ahead of others to set a good example or give direction. A
leader must have the strength of character to stand up for what he believes
is true and just. Courage is required in trying something new. The courage
of one’s convictions, the courage to lead others, the courage to admit when
something is wrong and the courage to accept failure as a natural part of
trying something new – should be possessed by a good leader.

c. Honesty
It means being true to oneself and others. To be honest, a leader must be
fair and just in character or behavior, free from deceit and untruthfulness
and must be sincere. Honesty is the capacity of a person to act justly and
sincerely whether in front of a superior or alone by himself.

d. Sense of responsibility
It refers to the ability of a person to respond or give due notice and action
to the needs of others. It is the capacity of a person to feel morally
accountable and give due sympathy to others. A leader can delegate authority
but never responsibility because it is the foundation of one’s accountability
and commitment.

e. Confidence
It is the feeling of self-reliance and trust coupled by firmness and trust
in one’s ability and knack. A leader must have confidence, power of
conviction and capability. As a necessity of leadership, confidence must
apply to members and officers in an organization. Confidence provides the
courage to go beyond certain things knowing and trusting the power from
within.

f. Enthusiasm
It is a strong interest, admiration, or great eagerness to do something.
Enthusiasm is infectious. It is the zest and joy that drives and inspires a
leader to demonstrate a keen interest in completing the task at hand. The
leader is more than ready to lend a hand and accomplish a desired and
specific task at hand.

g. Dependability
It is the reliability of a leader in terms of soundness and consistency in
his character; the willingness to do a task with the best of one’s ability. A

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leader is able to carry out task actively and intelligently. Dependability is

rooted on the knowledge and technical ability and capability of a person.
A good leader should be updated with the signs of the times, the
technology and latest development, and at the same time must be reliable
in his character and behavior towards people.

h. Patience
It means demonstrating calmness and endurance in times of hardships
and difficulty; the manifestation of a degree of tolerance and perseverance.
A good leader has the patience to answer questions and ensures that the
information is understood. Although he has to be firm and strict in his
decision, he must be keen to the feelings of other people.

i. Decisiveness
It refers to the firmness and soundness of one’s judgment and decision.
Confidence of people is gained in the making of clear and consistent
decisions. A good leader will consult with others, look at the pros and cons
and then decide the course of action to take. He seeks advice if necessary
and does not waiver in his decision.

j. Determination
It refers to the ability and strength of one’s mind in the pursuit and
realization of a desired task or goal regardless of situation and
circumstances. A good leader is expected to have strength of mind and
fortitude that compels him to effect the realization of a job. If, as a leader, you
are given a task, finish it to the best of your ability. Do not get put off by
details or small problems. Your determination to get the job done will be
transferred to your followers; it sets them in motion and encourages them to
become goal and achievement oriented.

k. Transparency
It refers to the clarity and intelligibility of one’s action, transaction and
activity. Every project, program and activity should be clear and well
accounted for. Transparency involves clarity, openness and honesty in
every transaction made. At the same it should be known by every member
of the organization and must be done after due consultation with them.

l. Loyalty and fidelity

It is the devotion required in a leader to the members as well as to the
vision and mission of the organization. A leader should be loyal to the
task and to the members. Loyalty is not only the ability to work towards
the realization of the vision but more on one’s faithfulness to the
organization secondary to one’s personal concerns.

m. Tact
It is the ability to understand human nature and a consideration for
the feeling to deal with others without causing friction or making offense.
It refers to a deeper understanding and assessment of situation and
acting with discretion, delicacy, insight

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3.1.4 Characteristics of principle-centered leadership

(Stephen Covey – 1990)
a. Leaders are continually learning
-constantly educated by their experiences
-read, seek learning, take classes, listen to others, learn through both
their eyes and their ears
-continually expand their competence and ability to do things
-leaders are attuned to the signs of the times, develop new skills and
interests
-enhance self mastery by making and keeping with commitment and
promises

0. They are service oriented

-leaders must see life as a mission not as a career
-prepare themselves daily in thinking to put the harness of service in
various activities
-must believe that to become principle centered leader one must be
willing to carry the yoke of service and responsibility
-have a sense of commitment and must not be bounded by
compensatory consideration but a burning desire to make a difference

b. They radiate positive energy

-exude cheerfulness, pleasant and happy aura
-must be optimistic, have positive upbeat and buoyancy and enthusiastic
-have a heart attuned to hope and belief that there is always a better
tomorrow
-possess an aura that charges and changes negative energy fields
around them (“if you smile another will smile and soon the world will be all
smile,” “ a little stream of caring becomes a pool of love,” “lit one little
candle to avoid people from stumbling in the dark”

c. They believe in other people

-do not overreact to negative behaviors, criticism or human weakness
-Feel grateful for other people’s blessings and don’t carry grudges
-avoid labeling, stereotyping, categorizing and prejudging people -try to
listen to what other people are saying, what they want to say but
have no opportunity to say, what they want to say but are afraid to say and
listen to what perhaps they will never be able to say.

d. They live balanced lives

-intellectually active, having many interests
-have a healthy sense of humor, particularly laughing at themselves
and not at other’s expense
-prudent in they action and temperament, moderate and wise in all
things
-weigh things before making big and firm decision
-live sensibly in the present moment, carefully planning and flexibly
adapting to changing circumstances – like a bamboo, pliant but not
breaking -See success on the far side if failure; the only real failure for
them is the failure to learn from experience

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f. They see life as an adventure

-savor life because their security comes from within instead of from
without
-rediscover every people and event each time they meet them to avoid
boredom; see old faces and scenes freshly as if you see them for the first
time (Og Mandino)
-a courageous explorers going on an expedition into unchartered
territories (John Powell – “don’t walk where the path is, start a path and
leave a new trail.”)
-Listen with an open heart and ear – “they have ear but hear not, eyes
but see not, mouth but speak not” says the Lord.

0. They are synergistic

-catalysts of change to improve almost any situation they get into
-in team endeavors they build on their strength and strive to
complement their weaknesses with the strength of others or the weakness
of others with their own strength
-focus on person’s interests and concerns rather than fight over
positions -work always with and in relation to others

a. They exercise for self-renewal

-Regularly work for the attainment of wholesome personality by
balancing the physical, mental, emotional and spiritual aspect of life.
-Exercise their minds through reading creative problem solving, writing
and visualizing
-Show genuine empathy, sympathy and unconditional respect by
accepting responsibility with utmost commitment

3.1.5 Effective leadership in terms of functions

(Miles” view as cited by Cornista and Rocaberte (2003)
a. Initiating and leading
The leader keeps the group moving and getting things done by taking
the first step and showing the way towards the realization of the desired
goals.

b. Showing
A leader teaches the rudiments of leadership to members by showing
as they in turn learn by doing and actualizing what they observe and
experience. This is leadership by example and by action for action speaks
louder than words.

c. Regulating
A leader recognizes individual members’ initiative and creativity and
fashion guidelines which direct and influence their tempo to ensure
normal functioning and smooth sailing.

d. Informing and sharing

A leader must keep the members posted and updated through a clear
and direct to the point communication especially on matters which
concern and affect them.

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e. Supporting - - - -
The leader must create a desirable working environment and establish
harmonious working relationship to facilitate the attainment of the
organizational goals and objectives. A leader acknowledges and compliment
individual needs to enhance and boost their morale and improve their
performance.

a-
--------
-

- - - - a-
f. Evaluating
The leader must assess group performance, accomplishments, decisions, goals
and procedures to identify their weaknesses and fortify their strengths.
-----
-

A leader can possess many qualities and characteristics, but there

are certain qualities that will set them apart from their peers. By using
these ten leadership characteristics you will gain the respect of your
followers and therefore will be able to lead more effectively and be more
successful. The ten principles of leadership are to be used as a guide to
formulate your plan of action.

Exercise No. 3A

Leadership

Name: ____________________________________________Score:
Course & Year Date:

Fairness & Vision Commitment

sound judgment

Test I: Multiple Choices: Identify the correct answer by shading

the circle that corresponds to the idea being described.

1. What element of effective leadership gives equal

and fair treat ment; impartiality and objectivity to
people?
2. An element of effective leadership which compels a leader to go
beyond the call of duty in accomplishing his task.

Team building Commitment Vision

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3. A quality of effective and efficient leader which motivate people
 in involving and synergizing themselves with one another.

Team building Commitment Vision

 Leadership and Teambuilding

-----------------------------------------------------------------------------------------------------------------------
a----------------------------------------------------------------------------------------------------------------------
4. It is the capacity of a person to act justly and sincerely whether
in front of a superior or alone by himself

Courage Integrity Honesty

5. The s trength of character a leader must have to stand up for

what he believes is true and just; the ability to disregard fear,
and to act with bravery.

Courage Integrity Honesty

6. It refers to the uprightness of character and soundness of one’s

moral principles.

Courage Integrity Honesty

7. It is the possession of self-reliance and trust coupled by firmness and

trust in one’s ability and knack manifested in leadership.

Sense of Confidence Enthusiasm

responsibility
8. It is the ability of a leader to respond or give due
notice and action to the needs of others manifested by a feeling of
moral accountability and due sympathy.

Sense of Confidence Enthusiasm

responsiblity

9. It is the zest and joy that drives and inspires a leader to

demonstrate a keen interest in completing the task at hand.

Sense of Confidence Enthusiasm

responsibility

10. It refers to a deeper understanding and assessment of

situation and acting with discretion, delicacy, and insight.

Patience Determination Tact

11.A demonstration of calmness and endurance of a leader in

times of hardships and difficulty; the manifestation of a
degree of tolerance and perseverance.

Patience Determination Tact

12.The ability and strength of a leader in the pursuit and

realization of a desired task or goal regardless of situation
and circumstances.

Patience Determination Tact

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13.It is the firmness and soundness of judgment and decision of a

leader.

Dependability Decisiveness Loyalty

14.A leader’s clarity, openness and honesty in every transaction made.

Transparency Decisiveness Loyalty

15. It is the leader’s manifestation of faithfulness to

the organization primarily, more than his own personal concerns.

Dependability Decisiveness Loyalty

0. The function of a leader in keeping the group

moving and getting things done by taking the first step and showing
the way towards the realization of the desired goals refers to.

Initiating Evaluating Informing

and leading and sharing
17. The leader assesses group performances, accomplishments,
decisions, goals and procedures to identify their weaknesses and
fortify their strengths in

Initiating Evaluating Informing

and leading and sharing
18. A leader acknowledges and compliment individual needs to
enhance and boost their morale and improve their performance.

Supporting Evaluating Informing

and sharing
19. A leader must keep the members posted and updated
through a clear and direct to the point communication
especially to the aspect which concern and affect them.

Regulating Supporting Informing

and sharing
20. A leader recognizes individual members’ initiative and
creativity and fashion guidelines which direct and
influence their tempo to ensure normal functioning and smooth
sailing

Regulating Supporting Informing

and sharing
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-------------------------------------------------------------------------------------------------------------------------
a-
Test II. Modified True or False: Write True if the statement is
correct, if False change the underlined word with the correct answer.
Write your answer in the space provided for.

_____________ 1. A service oriented leader see life as a career and

prepares himself daily in thinking how to harness
service to the people.
2. Leader must exude optimism to radiate positive
energy and enthusiasm.
3. Courage is the uprightness of one’s character and
soundness of one’s principles.
4. Honesty is the capacity of a person to act justly and
sincerely whether in front of a superior or alone by
himself.
5. Integrity refers to the ability of a person to respond
or give due notice and action to the needs of others.
6. Confidence is the feeling of self-reliance and trust
coupled by firmness and trust in one’s ability and knack
7. Sense of responsibility is the strength of character to
stand up for what he believes is true and just.
8.Dependability is the reliability of people on the
soundness and consistency in the character of a leader.
9. Decisiveness refers to the ability and strength of one’s
mind in the pursuit and realization of a desired task.
10 Tact refers to a deeper understanding and assessment
of situation and acting with discretion, delicacy, and
insight.

Test III: Essay

1. What do we mean by “leadership by example”? Cite examples.

2. It is said that there is no one best leadership style for an organization.

What does this mean?

3. Cite at least 5 important leadership qualities that the following should

possess: Explain your answers briefly.

Philippine President Barangay Captain Student Leader Labor Leader

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Lesson 3.2 Team Building

3.2.1 Definition of terms

Team - refers to a number of people who interact with coordination and

cooperation in the accomplishment of a specific task or goal; a group generally
selected with sharply defined roles, either cooperative or collaborative. It refers
to a collection of people, often drawn from diverse but related groups, assigned
to perform a well-defined function for an organization or a project.

Teamwork refers to the collaboration, coordination, complementation of

talents, skills and abilities among the different members of a team in the at-
tainment of the desired goal through interplay of roles.

Team building refers to a variety of methods, approaches and processes of

enabling a group of people by forming them into a cohesive unit working in
unison in order to facilitate to the attainment and realization of their goal; an
intervention to help a group of people quickly become an effective team and
remain effective by focusing and aligning their talent, skills and ability to
achieve a specific task or set of outcomes.

3.2.2 Skills Needed for Team Building

Aside from any required technical proficiency, a wide variety of social skills
are desirable for successful teamwork, including:

a. Listening – It is important to listen to other people’s ideas. When

people are allowed to freely express their ideas, these initial ideas will
produce other ideas.

b. Questioning and brainstorming – it is important to ask questions,

interact, and discuss the objectives of the team.

c. Persuading – individuals are encouraged to exchange, defend, and

then to ultimately rethink their ideas.

d. Respecting – it is important to treat others with respect and to

support their ideas.

e. Helping – It is crucial to help one’s coworkers, which is the general

theme of teamwork.

f. Sharing – It is important to share with the team to create an

environment of teamwork.

g. Participating – all members of the team are encouraged to share

and contribute any endeavor for the success of the team.

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3.2.3 Stages of Team Development

(Daglow’s Law of Team Dynamics – PACSA notes)

a. Forming – Orientation
Crucial stage in team building is the formation stage. In this stage
members share personal information, start to get to know and accept one
another and begin turning their attention toward the group’s tasks. Mem-
bers are concerned with expectation, acceptability, what his role is and how
he fits in the group. The leader must initiate an in-depth knowledge among
the members of the team to bridge whatever barriers of acceptance to en-
courage and foster deeper relationship and sharing among members.

b. Storming – Conflict
In order for individual personalities to emerge, the leader encourages par-
ticipation allowing differences to surface so that members become more
assertive in clarifying their roles and what is expected of them. During this
stage members compete for positions of relative control and discuss about the
appropriate direction of the group. The role of the leader is to define role and
task, encourage more openness and sharing and directing the members’
energy and creativity towards the goal and objective of the team.

c. Norming – Establishment of order and cohesion

Part of every group is the emergence of conflict and differences which af-
fects performance and effectivity. To resolve conflict and come out with har-
mony and team unity the leader must delineate rules and guidelines that lead
to cooperation and synergy. The leader during this sage must emphasize one-
ness and the spirit of camaraderie and brotherhood at the same time instill in
the members the value and significance of solidarity.

d. Performing – Cooperation, problem solving

During this stage the leader must emphasize the significance of the
formation of a team, the very heart of the group which is the achievement and
realization of a vision, mission and goal; that the team is formed because of
exigent purpose which must be accomplished through collaboration and
complementation. As the group matures and learns to handle complex and
difficult situations; resolve problems in the interest of task accomplishment
further unity, synergy and cooperation is enhanced.

e. Adjourning – Task completion

The realization and accomplishment of the team objective requires dissolv-
ing intense social relation and returning to permanent assignments. To avoid
heightened emotionality and depression brought about by the disbandment of
strong cohesiveness among team members the leader must show the necessity
of skill specialization and task performance.

3.2.4 Team Roles

Meredith Belbin on his research in 1993 proposed nine roles that
successful teams should have:

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Coordinator
A coordinator has a clear view of the team objectives and skilled at inviting
the contribution of team members in achieving something rather than just

pushing his or her own view. The coordinator is self disciplined and applies
this discipline to the team. He is confident and mature, and will summarize the
view of the group and will be prepared to take a decision on the basis of this.

Shaper
The shaper is full of drive in making things happen and getting things
going. In doing this they are quite happy to push their own views forward, do
not mind being challenged and are always ready to challenge others. The
shaper looks for the pattern and tries to pull things together into something
feasible which the team can then get to work on.

Plant
This member is the one who is most likely to come out with original ideas
and challenge the traditional way of thinking about things. Sometimes they
become so imaginative and creative that the team cannot see the relevance of
what they are saying. The plant’s strength is in providing new major insights
and ideas for changes in direction and not in contributing to the detail of
what needs to be done.

Resource investigator
The resource investigator is the group member with the strongest contacts
and networks, and is excellent at bringing in information and support from
the outside. This member can be very enthusiastic in pursuit of the team’s
goals, but cannot always sustain this enthusiasm.

Implementer
The implementer is a well organized and effective member capable of turn-
ing big ideas into manageable tasks and plans that can be achieved? Such
individuals are both logical and disciplined in their approach. They are
hardworking and methodical but may have some difficulty in being flexible.

Team worker
The team worker is the one who is most aware of the others in the team,
their needs and their concerns. They are sensitive and supportive of other
people’s efforts, and try to promote harmony and reduce conflict. Team work-
ers are particularly important when the team is experiencing a stressful or
difficult period.

Completer
As the title suggests, the completer is the one who drives the deadlines and
makes sure they are achieved. The completer usually communicates a sense of
urgency which galvanizes other team members into action. They are conscien-
tious and effective at checking the details, which is a vital contribution, but
sometimes get ‘bogged down’ in them.

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Monitor evaluator
The monitor evaluator is good at seeing all the options. They have a strate-
gic perspective and can judge situations accurately. The monitor evaluator can
be overcritical and is not usually good at inspiring and encouraging others.

Specialist
This person provides specialist skills and knowledge and has a dedicated
and single-minded approach. He can adopt a very narrow perspective and
sometimes fail to see the whole picture.

3.2.5 Ingredients of team building

For a team building to be successful, it must possess these indispensable

ingredients:

a. Selection of participants
La Fasto in his article cites that the most important ingredient for team
building is selecting of participants to be in the activity. The team leader usually
looks for specific capability, capacity and characteristic of the members in order
to ensure success in the project. It is very important to have members that have
confidence and are able to build trust among the other participants (La Fasto).
“Working knowledge consists of two factors: experience and problem-solving
ability. Teamwork consists of four factors: openness, supportiveness, action
orientation, and personal style” If each member has these qualities, the outcome
of the team building activity will likely be successful.

b. Establishing goals
Establishing goals within the team is essential in team building. If the
goals are clarified, the participants are motivated to excel in the activities and
develop trust among their leader (La Fasto). Goals give team direction and
provide a feeling of value and importance. The leader makes sure that the
team knows how the work will be done and how they will accomplish their
tasks (Scholtes). Without goals, the team has nothing to strive for, and many
members may lose motivation. Keeping the goal simple and achievable will be
very beneficial to the team in the end

c. Allocation of roles within the team

Assigning roles to team members help them to know their place on the
team. Clear role of assignment defines specific task for a member and gives
clarity to his action. Advantages of defining roles among team members are
that it makes assignments more straightforward, helps to understand the
decision-making process, and assures the task will be completed. Making a
list of everyone’s skill sets, preference, work experience, courses taken, and
interests would help in assigning the roles. A team must always be ready to
adjust to their new roles and be prepared if assigned to a new one. Members
must be willing to move beyond their roles and help others in order to
practice good teamwork and to get the job done (Mallet).

d. Balancing Skills
When creating a team building activity, it is important to have balanced
skill sets. One way to achieve this is by having experts in different fields. If
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some members provide their technical skills, and other members provide their
theoretical skills, the outcome of the project will likely be successful. By com-
bining skills, strengths, and proper attitude the team can come up with a
solution that benefits everyone. Balancing skill sets can be one of the most
challenging things to achieve, but it is very important to do to ensure the
success of ones’ team (Mallet 3).

e. Harmonizing personality types

The personality of a team leader plays a big factor on how the team per-
forms. A leader must understand the personality of each of his members. V.J.
Bentz (1985) in his study of ineffective managers found that almost all of the
managers had a “personality defect” of some sort. Lesley and Van Velsor (1996)
also conducted studies that ultimately found four personality traits of ineffective
managers. The personality traits that these managers portrayed were proven to
negatively effect the working environment. It is imperative for leaders to have a
positive and effective personality to gain respect from his members.

f. Training on how to work together

(La Fasto, Bubshait and Parker)
The team members must know how to work together in order to be produc-
tive and successful. If they can work together, they will be able to raise and
resolve issues that are standing in the way of accomplishing a goal. The train-
ing may include the instruction on how to communicate better, manage con-
flict, or understand the skills and talents that everyone brings to the table.
Encourage team members to work together through workshops in communica-
tion skills, meetings management, listening, assertiveness, conflict resolution,
goal setting, and other topics that help in being an effective team player. If
people are working together effectively rather than working by themselves, a lot
more work will be accomplished.

g. Support within the team (La Fasto)

Supportiveness is the aspiration to help others succeed. “Someone who
shows supportiveness is dedicated to the team’s success and wants what’s best
for the team, works behind the scenes to aid the team, willing to pitch in
whenever necessary, always willing to help out, willing to take on more respon-
sibility, very easy to work with, and listens well to others’ ideas” Someone who
provides a shoulder to cry on, encouraging words, and is sympathetic of others’
pain is said to be a team emotional support. The appraisal support helps team
members in making sense of a particular problem (Somech). Team building will
be successful if the team members can cover each of these types of team sup-
port.

h. Making effective use of resources (Parker/Leavitt)

Effectively using resources is essential in the success of team building. Goal
setting, listening, facilitation of skills, consensus building, and willingness to
communicate with each other make members of a team value resources. These
team techniques in systems development not only make effective use of
resources, but also result in measurable benefits (Parker). Resources are es-
sential to team building and they must be used wisely and efficiently.

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i. Communication between team members and leaders

Parker in his article “When Teams Work Best”, “the most important contri-
bution a team leader can make is to ensure a climate that enables team mem-
bers to speak up and address the real issues preventing the goal from being
achieved.” A leader with good communication skills must be able to speak the
truth and deal with problems openly. His goal should be to promote listening,
to understand different viewpoints, and to work toward a resolution. It is im-
portant for a team leader to make team members feel comfortable enough to
express their opinions, sentiments, needs, and wants.

3.2.6 Team building in organizational development

The term ‘team building’ can refer generally to the selection and
motivation of teams, or more specifically to group self- assessment in the
theory and practice of organizational development. When a team in an organi-
zational development context embarks upon a process of self-assessment in
order to gauge its own effectiveness and thereby improve performance, it can
be argued that it is engaging in team building, although this may be
considered a narrow definition.

Team building is a means of assessment and evaluation, a team

seeks feedback to find out both:
· its current strengths as a team
· its current weaknesses

Team building seeks to improve current group performance, a

team uses the feedback from the team assessment in order to:
· identify any gap between the desired state and the actual
state
· design a gap-closure strategy
· Team building bring about cohesiveness

Team cohesiveness refers to the extent of attraction and motivation in

maintaining loyalty and faithfulness to the team. To maintain unity and
closeness among the members of a team the following factors must be
kept in mind:

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 Coursebook in CWTS I
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Exercise No. 3B

Teambuilding

Name:____________________________________________Score: _________
Course & Year____________________________________Date: __________

Test I: Multiple Choices: Identify the correct answer by shading

the circle that corresponds to the idea being described.

1. What stage in team building emphasizes the significance of the

formation of a team?

Forming Norming Performing

2. The stage in team building where members share personal

information, start to get to know and accept one another and
begin turning their attention toward the group’s tasks.

Forming Norming Performing

3. The stages where conflicts are resolved resulting to team

harmony and unity.

Storming Norming Performing

0. The realization and accomplishment of the team objectives
which requires dissolving intense social relation and returning
to permanent assignments.

Storming Adjourning Performing

4. The stage where the leader encourages

participation allowing differences to surface so that members
become more assertive in clarifying their roles and what is
expected of them.

Storming Adjourning Performing

5. The team role where the leader is full of drive in making things
happen and getting things going.

Sharper Coordinator Plant

6. A team role where the leader has a clear view of the team
objectives and skilled in gathering contribution of team
members.

Sharper Coordinator Plant

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a------------------------------------------------------------------------------------------------------------------------------
8. A team role where the member is the one who is most likely to
-
come out with original ideas and challenge the traditional way
of thinking about things.

Implementer Coordinator Plant

9. A team role where a well organized and effective member is

capable of turning big ideas into manageable tasks and plans.

Implementer Team worker Resource

investigator
10. Refers to the group member with the strongest contacts and
networks, and is excellent at bringing in information and
support from the outside.

Implementer Team worker Resource

investigator
11. The team role where one is most aware of the others in the
team including their needs and their concerns.

Implementer Team worker Resource

investigator
12. The person who provides skills and knowledge
and has a dedicated and single-minded approach.

Completer Specialist Monitor

evaluator
13. It refers to the person in a team who drives the
deadlines and makes sure they are achieved.

Completer Specialist Monitor

evaluator
14. The person in the team who has a strategic
perspective and can judge situations accurately.

Completer Specialist Monitor

evaluator
15. It refers to the definition of specific task of
members which gives clarity to action.

Establishing Balancing skills Allocation

of
goals roles

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 Coursebook in CWTS I

Test II: Modified True or False:

Write True if the statement is correct, if False, change the underlined

word with the correct answer. Write your answer in the space provided
for.

__________1. Team building refers to the collaboration, coordination,

complementation of talents, skills and abilities among
the different members of a team.

__________2. Listening happens when members are given to ask

questions, interact and discuss the objectives of the
team.

__________3. Team - refers to a number of people who interact with

coordination and cooperation in the accomplishment
of a specific task or goal

__________4. Teamwork refers to a variety of methods, approaches

and processes of enabling a group of people by
forming them into a cohesive unit working in unison.

__________5. Persuading refers to the encouragement of a leader

given to the individual member of in order to exchange,
defend, and then to ultimately rethink their ideas.

__________6. The most important factor in team building is

respecting because the leader is able to give due
credence and support to the individual members with
their views and ideas.

__________7. In the forming stage the leader must initiate an

in-depth knowledge among the members of the team
to bridge whatever barriers and foster deeper
relationship.

__________8. Norming is the stage where members compete for

positions of relative control and discuss about the
appropriate direction of the group.

__________9. Performing is the stage in team building where the

leader must emphasize the significance of the
formation of a team.

__________10.The realization and accomplishment of the team

objective requires dissolving intense social relation
and returning to permanent assignments happens in
adjourning.

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____________11.The task of sharper is to see to it that self discipline and

the discipline of the team is achieved.

____________12.The plant is the member of a team who is most likely to

come out with original ideas and challenge the
traditional way of thinking about things.

____________13.The resource investigator is the group member with the

strongest contacts and networks, and is excellent at
bringing in information and support from the outside.

____________14.The team worker is a well organized and effective

member capable of turning big ideas into manageable tasks
and plans.

____________ 15.The completer is the one who drives the deadlines and
makes sure they are achieved.

Test III: Essay

1. What is team building and what is its importance to the solution of the
country’s dwindling leadership?

2. Why do you think members of a team have a special role or task to

perform instead of doing ones prerogatives?

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 Coursebook in CWTS I

3. How does teamwork contribute in the realization of an

organization’s mission, goal and objectives?

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