BS208 – CREATIVITY FOR TEAM EXCELLENCE

PROJECT TOPIC - TEAM FUNCTIONING AND

LEADERSHIP EXCELLENCE

HARSHITA KAUR – A914138122002

SOULEENA PAL – A914138122003
DEBARJYA ROY – A914138122004
MOHAMMAD UMAR IQBAL – A914138122012
HRIDAM SARKAR – A914138122014
SHUBHADEEP SARKAR – A914138122018

BSC (H) DATA SCIENCE

SEMESTER – 4
BATCH – 2022 – 2025
 INDEX

1. TOPIC : PAGE NO :
TEAM FUNCTIONING 4
AND LEADERSHIP
EXCELLENCE

TEAM AND ITS 5-7

TYPES
TEAM 8-9
DEVELOPMENT
FORMATION OF 10
EFFECTIVE TEAM
TEAM FUNCTIONING 11-13

LEADERSHIP 14-15
EXCELLENCE
BENEFITS OF 15-16
LEADERSHIP
EXCELLENCE
ENGAGING IN 16-17
LEADERSHIP
EXCELLENCE
LEADERSHIP 17
EXCELLENCE : AN
EMPOWERMENT
TOOL
HIGH PERFORMANCE 17-20
TEAMS
TEAM FUNCTIONING
AND LEADERSHIP
EXCELLENCE
 TEAM

Teams’ focus is a collective performance, where the members have both

individual and mutual accountability. Therefore, companies create teams to
bring together groups of people with complementary skills and interests to
work toward a common goal. The main advantage is that a team brings
together different people with diverse skills and allows them to make
something that nobody could do alone. The communication level is higher
on teams. Effective teams can discover new approaches and improve
product and service quality. One more team’s advantage is the efficiency in
product development within the traditional hierarchy. Team members are
able to analyze and identify dependent tasks, sometimes applying great
improvements.

TYPES OF TEAM

1. Functional team
A functional team is permanent. It includes members of the same
department with different responsibilities. There is a manager who is
responsible for everything. Everyone in the team reports to him. A
functional team can be usually recognized in traditional project
management companies.
This type requires a manager who ensures that there are no obstacles
when it comes to transferring work from one team to another.
2. Cross-functional team
A cross-functional team consists of members from different departments.
This kind of team tackles specific tasks that require different expertise and
inputs.
Cross-functional teams are becoming increasingly popular all over the
world. However, there is an opinion that the whopping number of all cross-
functional teams are dysfunctional.
3. Matrix team
A matrix team is a “2-boss system”. Here an individual reports to a different
manager for his/her work. A matrix team is the product of a Matrix
management approach.
It helps top managers to retain control over the project without being
involved in decisions.

4. Contract team
A contract team is an outsourced team where the members are tied down
by a contract. The client can easily cut all ties to the team after the project
is completed and the contract has ended. In this kind of team, the role of
project managers is crucial. They have to maintain constant communication
between the customer and team members, to compensate for the lack of
the team’s physical presence, to bear full responsibility for project success
or failure.

5.Self-managed teams
Self-managed teams consist of employees of the same company who work
together. Although they have a wide set of objectives, their key goal is to
reach a common result.
There is no manager here. The members of self-managed teams should
determine rules and expectations, solve problems and barely shared
responsibilities.
Thinking about creating a self-managed team, you should pay attention to
the levels of responsibility and the autonomy that is given to the team.
The main advantages of self-managed teams are:
• Improved motivation because of autonomy

• Ability to manage own time and handle tasks when it suits employees
• No pay for office
 • Pride in team accomplishments because of shared responsibility

6. Virtual team
A virtual team involves employees who work in different locations and who
rely on the power of communication and collaboration tools to get things
done together. This kind of team provides people with a better life-work
balance and allows business owners to hire the best experts.
There are different types of virtual teams that are characterized by 3
dimensions: time, space and culture.
• Time is about when people work (during different hours, on different
shifts, in different time-zones).
• Space is about where people work (right next to each other or
hundreds of kilometers away).
• Culture is about how people work (including such factors as gender,
age, race, language, education, nationality, social, religious,
economic factors, etc.)

7.Operational team
An operational team deals with supporting other types of teams. It is
formed to make sure that all office processes go smoothly. Operational
teams may have their own projects and function as they also have well-
defined roles and responsibilities.

8.Problem-solving team
A problem-solving team is usually temporary. It is focused on solving a
specific issue. This kind of team may be created after the financial crisis or
any unplanned event or challenge. It is aimed to come up with solutions to
help the company climb out of a steep recession.
Once guidelines are set in place and plans are formed, the task forces and
committees are disbanded.
 TEAM DEVELOPMENT

Teams are becoming a key tool for organizing work in today’s corporate
world. Teams have the potential to immediately amass, organize, relocate,
and disperse. But, teams are an effective tool for employee motivation. It is
essential to consider the fact that teams develop and get mature over a
period of time. Team development creates a captivating atmosphere by
encouraging co-operation, teamwork, interdependence and by
building trust among team members.
The four stages of team development are:

Stage 1: Forming
During this stage, group members may be anxious and adopt a wait-and-
see attitude. They will be formal towards each other. There would be no
clear idea of goals or expectations. Besides, they may not be sure why they
are there.
This is the stage where the team needs to write its own charter or mission
statement as well as clarify goals. The most important thing here is that
goals must have a personal buy-in.
By doing this the team will be able to establish boundaries as well as
determine what is expected. Team members will get to know each other
doing non-conflict laden task. This builds the commitment towards one
larger goal.
Thus, during the forming stage, the team members are in the process of
knowing each other and getting at ease with them.
Stage 2: Storming
During this stage, team members are eager to get going. Conflict can arise
as people tend to bring different ideas of how to accomplish goals. At this
time, they notice differences rather than similarities. This leads to some
members dropping out mentally or physically.
At this stage, communication is important. Tensions will increase. So
recognizing and publicly acknowledging accomplishments also becomes
important. It becomes important to participate in meetings and diversity
needs to be valued.
Thus, during the storming stage, the team members begin showing their
actual styles. They start getting impatient. They try to probe into each
other’s areas, leading to irritation and frustration. Control becomes a key
concern during this stage.

Stage 3: Norming
This stage is when people begin to recognize the ways in which they are
alike. They realize that they are in this together. Hence, they tend to get
more social and may forget their focus in favor of having a good time. This
is the time to help with training if applicable. It becomes important to
encourage them in order to feel comfortable with each other and with
systems. Also, the group needs to stay focused on the goal.
Thus, during the norming stage, there is conflict resolution. There is greater
involvement of team members. There is a greater “we” feeling rather than
“I” feeling.

Stage 4: Performing
This stage is when team members are trained, competent, as well as able
to do their own problem-solving. At this time, ways need to be looked at in
order to challenge them as well as develop them. The team is mature now.
The members understand their roles and responsibilities. They would
require more input in processes. The members would be self-motivated as
well as self-trained. Thus, their efforts need to be recognized. Growth has
to be encouraged. This is done by giving new challenges to the team.
Thus, teams at the stage of performing are self-controlling, practical, loyal
as well as productive. Focus is there on both performances as well as
production.
 FORMING AN EFFECTIVE TEAM

This is the general approach to forming a successful work team. But not all
will take the same steps as discussed above. Success is usually hinged on
taking all of the steps just discussed. We have a tendency to want to
surround ourselves with people who are just like us. In case you get to
choose a team, instead of organizing a pre-formed team, then you’ll look
for a team of people with a variety of strengths. In case of a team that is
already in place, organizing can be more subtle. Like, all the workgroups
can be called together in order to discuss what goals you want to
accomplish and how everybody can help.
You will also find that imposing goals on people doesn’t work nearly as well
as having them tell you as to what goals they will strive for. But setting
goals is not easy work. Too often they end up in being too unrealistic, too
vague, impossible to measure, or just stretching into eternity without any
deadline.
 TEAM FUNCTIONING

The role aspect of team functioning is comprised of:

• Responsibilities
• Commitments
• Gaps/overlaps
• Interdependencies
• Skill sets
• Expectations of team leader and member roles

Responsibilities/commitments/accountabilities. Looking at the above

list more closely, we can see that there is both individual and team
responsibility and accountability. Teams, as noted, exist to produce
results. Commitment to both the shared and individual goals required to
achieve the results is critical. While there may be understanding of
overall responsibility for and general commitment to shared goals, areas
of individual responsibility can be unclear. All group members need to
agree on what needs to be done, and by whom. But the discussion
cannot end there. There must also be agreement on accountability and
follow-through. How will accountability be manifested? How will follow-up
be assessed (and by whom)? A question for the team is that of how
team members are expected to check in with one another around the
carrying-out of responsibilities. Is there a touch point for circling back to
check in on progress toward the tasks? Some teams just assume that
everyone has followed through. High-performing teams come to
conscious agreement around how actions will be tracked, they put a
consistent focus on accountability, and they are willing to help one
another stay accountable for responsibilities undertaken.
Gaps/overlaps. Of course, division of work tasks does not always occur
along tidy (clear) lines, and there are inevitable gaps and overlaps: tasks
or relationships which — if the team is not careful — could slip through
the cracks, and also overlaps, where more than one team member could
logically fulfil a responsibility. How the team initially negotiates these,
and how it moves to re-align assigned tasks when gaps and overlaps
become apparent are functions of both its processes and its
relationships (more on those in a moment). Suffice it to say here that the
more a healthy climate of trust, respect, and support has been
established, the more easily such corrections can happen. Similarly, the
more effective the processes already in place, the more smoothly
workable modifications can be made.
Interdependencies/skill sets. We can define team interdependency as
any area where there is a need for communication, coordination, or
collaboration. These can be identified as gaps and overlaps (as noted
above), handoffs (where one person’s output is an input to the second
person’s work), and places where information must be shared if the
project would succeed. While the resulting need to coordinate activities
and engage collaborative thinking between members may be
challenging, there are equally great opportunities for leverage to better
achieve team goals. Reviewing the various skills sets of team members
in a climate of respect, adaptability, and appreciation of differences will
help to re-clarify expectations of the various members and the team
leader.
Expectations of team leader and member roles. Within a given project,
there are functional roles (that is, areas of expertise and task
responsibilities) and also roles to do with team structure (that is, whether
one is a team leader or a member). Project management roles (usually
more formal) revolve around planning and coordination, budget and
resource management, tracking action items, and communication. Team
maintenance roles (often less formal) are those of facilitator, social
director, and those who monitor how the team is functioning overall
(Acorn Consulting, 1999). We can get a better understanding of the roles
needed within a team by looking at a schema for naming the primary
roles that teams need.
Key Points of Team Functioning

• Good Communication
• Team Bonding
• Team Involvement
• Mutual Understanding
• Common Objective & Commitment
 LEADERSHIP EXCELLENCE
Each leader has the potential to become
his/her “better”, “more successful” self.

Leadership Excellence means being

on the road towards what is better, more
successful. This requires the leader to
be committed
to development and improvement and
be aware of them.

He/she needs to know what should be changed and how the change is
to be implemented and need to be going ahead on the road.

We understand the situation of top managers, the challenges they face.

As Leadership Excellence experts we make our clients aware of the
need for change, and accompany our clients in their own road in
accordance with their needs and the needs presented by the relevant
situation.

Recent studies show the importance of positivity and supportive

relationships in the workplace. As a result, leaders need to create an
empowering culture that encourages growth and recognizes individual
achievements. Building this environment leads to increased employee
satisfaction and productivity.

By recognizing and setting the focus on individual strengths and behavior,

leaders can establish a collaborative and productive organizational culture.
This requires providing an atmosphere where individuals have the self-
esteem, autonomy, alignment and enjoyment they need for success.

The Basics Of Leadership Excellence

Leadership excellence is the ability to recognize potential and create an
atmosphere of empowerment and support. A key aspect of this is
encouraging employees to practice self-management through a strong
sense of self-awareness and understanding of the importance of
collaboration and teamwork.

One effective approach is the SCOAP model. It focuses on five key

elements that leaders can cultivate in their employees to promote well-
being and engagement in the workplace.

• Self-esteem: The sense of confidence and self-worth that employees

have in themselves and their abilities

• Control: The extent to which employees feel autonomy over their work,
environment and decision-making

• Orientation: The alignment of employees' personal goals and values with

those of the organization

• Attachment: The quality of relationships between employees and their

colleagues, their supervisors and the organization as a whole

• Pleasure: The experience of positive emotions and enjoyment in the

workplace

Through effective communication and clear guidance, you can help your
team identify and develop their own talents while also providing necessary
support and resources. By taking the time to get to know each team
member, you can create an atmosphere of trust, respect and open dialogue
that leads to greater motivation and productivity.

The Benefits Of Leadership Excellence

Leaders who understand and promote organizational values can help build
a culture of trust and respect among the members of their team. This leads
to increased collaboration, engagement and commitment. Leaders with this
competence pay attention to regular personal interactions and ensure
employees from different areas get to know each other better. Establishing
a personal and open culture of discussion can help employees form
attachments to common initiatives, and it creates an open solution mindset
for dealing with conflicts.

Leadership excellence also empowers organizations. Teams with

empowering leaders are able to identify and capitalize on opportunities
quickly and develop effective strategies for success. This maximizes their
positive impacts on the organization. Organizations that cultivate a culture
of leadership excellence are likely to see improved customer satisfaction,
increased productivity and greater financial success. Ultimately, it leads to
a strong, successful and sustainable organization.

Finally, empowering leadership excellence

has an immense advantage and

benefit for the leaders themselves.

The more a leader sees it as their task to

ensure employees see their work as

meaningful, the higher the leader's

own resilience. And the easier it is for

him or her to deal with professional setbacks and challenges.

How To Engage In Leadership Excellence

To get the desired impact of leadership excellence, there are several
strategies for creating a positive, supportive environment that can help
individuals and teams achieve their potential.

• Reiterate meaning and purpose: Helping employees understand the

importance and impact of their work is key. Leaders can foster engagement
by helping employees find meaning and purpose in their work. This can
involve aligning employee goals with organizational goals, creating
avenues for employee input and feedback, and creating a culture of
collaboration and teamwork. Another approach is providing opportunities
for employees to make a difference and contribute to the organization's
mission and goals.

• Build strong relationships: By promoting a culture of respect and

inclusivity, leaders can ensure teams work well together. This can involve
encouraging open communication, providing opportunities for team-building
and social events, and valuing employee contributions and perspectives.

• Recognize and reward accomplishments: Recognition is a vital aspect

of employees' job satisfaction. This can involve providing regular feedback,
creating a culture of gratitude and offering opportunities for professional
development and growth.
Ultimately, for the highest potential development, employees have to see
what they achieve through the lens of their own efforts. Top leaders can
empower them toward that goal.

Leadership Excellence Is An Empowerment

Tool
Employees' motivation relies greatly on their ability to successfully influence
situations through their own competence. When everyone is empowered to
take ownership of their roles and responsibilities, they can work together to
create a cohesive and successful team. Leadership excellence creates
visibility around these achievements by helping individuals define their
personal growth measures while showcasing how they contribute to team
and organizational successes. Through clear communication and
recognition, a leader can create a culture of excellence that leads to
positive and lasting outcomes.

LEADING HIGH-PERFORMANCE TEAMS:

LEADERSHIP EXCELLENCE

Leadership strategies for cultivating excellence and cohesion in high-

performance teams include having a clear vision and setting goals,
effective communication, empowerment and delegation, building trust,
promoting diversity and inclusion, continuous learning and development,
recognition and appreciation, conflict resolution, flexibility and
adaptability, and leading by example.

In today's fast-paced and competitive business world, the ability to lead

high-performance teams is crucial for achieving organizational success.
High-performance teams not only excel in their individual tasks but also
work cohesively towards common goals. This article explores key
strategies and principles that leaders can employ to cultivate excellence
and cohesion within their teams.
1. Clear Vision and Goal Setting
To lead a high-performance team, a clear and compelling vision is
essential. Leaders must articulate a vision that inspires and motivates
team members. This vision serves as a guiding light, aligning everyone's
efforts toward a common purpose. Moreover, setting specific and
achievable goals provides a roadmap for the team, allowing them to
measure progress and celebrate successes.

2. Effective Communication
Effective communication is the cornerstone of any successful team.
Leaders must establish open channels of communication where team
members feel comfortable expressing their ideas, concerns, and
feedback. Regular team meetings, one-on-one conversations, and
transparent updates help build trust and ensure that everyone is on the
same page.

3. Empowerment and Delegation

High-performance teams thrive when their members feel empowered
and valued. Leaders should delegate responsibilities and authority
appropriately, allowing team members to take ownership of their tasks.
Empowering team members not only boosts their confidence but also
fosters a sense of accountability and ownership over the team's goals

4. Building Trust
Trust is the foundation of a high-performance team. Leaders must
demonstrate trustworthiness and create an environment where trust can
flourish. Trust is built through consistency, transparency, and keeping
promises. When team members trust their leader and each other, they
are more likely to collaborate effectively and take calculated risks.

5. Diversity and Inclusion

Diverse teams are more innovative and better equipped to solve
complex problems. Leaders should actively promote diversity and
inclusion within their teams. Encouraging different perspectives and
experiences can lead to more creative solutions and better decision-
making. Moreover, fostering an inclusive environment where all voices
are heard ensures that every team member feels valued and
appreciated.

6. Continuous Learning and Development

High-performance teams are committed to continuous learning and
improvement. Leaders should invest in their team's development by
providing access to training, resources, and opportunities for growth.
Encouraging a growth mindset within the team fosters a culture of
excellence and a willingness to adapt to changing circumstances.

7. Recognition and Appreciation

Recognizing and appreciating team members' efforts and achievements
is vital for team morale. Leaders should regularly acknowledge and
celebrate the contributions of individual team members and the team as
a whole. This recognition reinforces a sense of accomplishment and
motivates team members to maintain their high performance standards.

8. Conflict Resolution
Conflict is natural in any team, but it must be managed constructively.
Leaders should be skilled in conflict resolution techniques and
encourage open discussions to address conflicts when they arise.
Resolving conflicts in a respectful and collaborative manner can lead to
stronger team cohesion and better decision-making.

9. Flexibility and Adaptability

In today's dynamic business environment, teams must be flexible and
adaptable. Leaders should embrace change and encourage their teams
to do the same. Being open to new ideas and approaches allows the
team to respond effectively to challenges and opportunities as they
arise.

10. Lead by Example

Leaders must lead by example and embody the values and behaviours
they expect from their team members. If leaders demonstrate
commitment, accountability, and a strong work ethic, they set a standard
for the entire team to follow. Leading by example inspires trust and
respect among team members.

Leading high-performance teams requires a combination of leadership

skills, a clear vision, and a commitment to fostering excellence and
cohesion.Effective communication, empowerment, trust-building,
diversity and inclusion, continuous learning, recognition, conflict
resolution, flexibility, and leading by example are all essential
components of successful team leadership. By implementing these
principles, leaders can cultivate teams that consistently deliver
outstanding results and contribute to the overall success of their
organizations.