LEADERSHIP AND TEAM

BUILDING
PAD 201 Summer 2019

MMH3

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LEADERSHIP DEFINED
 “Leadership” is the ability to influence a group
toward the achievement of a vision or set of goals.
 It is a social influence process in which a person
steers members of the group towards a goal.
 it is the exertion of influence on organizationally
relevant matters by any member of the
organization

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WHAT MAKES A LEADER?
 John Adair’s Action-centered leadership-
Task, Team and Individual(overlap)
Defining the task(SMART)-
Planning
Briefing
Controlling
Evaluating
Motivating
Organizing
Set example

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 LEADERSHIP FOR HIGH PERFROMANCE
Normal state Fundamental state
Comfort centered Results centered
Stick with what is known Go beyond familiar boundary to
pursue new ambitious outcomes
Externally directed Internally directed
Comply with others wishes to keep Behave according to own values
the peace
Self-focused Other focused
Place interests above those of others Put the collective good first
Internally closed Internally open
Block external stimuli to stay on task Learn from environment and
and avoid risk recognize when there is a need for
change

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ENTERING THE FUNDAMENTAL
STATE OF LEADERSHIP
 Fundamental state is a frame of mind(Rob Quinn) or a
heightened perspective when facing a significant
challenge, crisis calls and we rise to the occasion
 Four questions-
 Am I results centered?(leaving the comfort zone to make
things happen)
 Am I internally directed(behaving according to my values
rather than bending to political or social pressures)?
 Am I other focused?(putting collective good above my
needs)
 Am I externally open?(receptive to outside stimuli)
 Affirmative answers to these questions may suggest that
you or the team is prepared to lead

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Theories on Leadership

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 PATH GOAL THEORY

 Clarify, provide support to followers to

achieve a task.
 Four kind of behavior can emerge-
directive, supportive, participative, and
achievement -oriented

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LEADER-MEMBER EXCHANGE MIX
THEORY

 This theory of leadership relies

on handpicked trusted followers
i.e. in-groups and out-groups.
 It is relationship and competence
based.

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DECISION THEORY OF LEADERSHIP

 This theory assumes that leadership

is assessed on the basis of several
factors such as how, and what
decisions are made whether -
routine, strategic, or participatory?

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ENSURING EFFECTIVE LEADERSHIP

 Empowering leadership - pursue constant learning

than assumed mastery, develop high self-esteem,
integrity and build trust in others
 Avoid the pitfalls of poor leadership
 Clarity and focus on the task to be achieved
 Understand the present and future realities
 Understand your own leadership style and different
leadership needs of others
 Lead from the front, by example.

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 SITUATIONAL LEADERSHIP
 Situational leadership model assumes that
there is no ideal leadership style suitable for
all situations. This view is built on the Blake
Mouton’s Managerial Grid.
 According to this model, leaders need to
adapt their leadership style to the needs of
each specific situation.
 Leaders behavior depends on the norms of
the society.
 Leadership is based on the nature and
purpose of the organization and the specific
type of situation.
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LEADERSHIP STYLE BY HERSEY AND BLANCHARD

Participate( Caring) Sell(Involved)

Low task, high High task, high
High relationship works well relationship
when there is a mature
team
empowering behavior
results in supportive,
emphasis is on peopl

Delegate(Uninvolved) Tell (authoritative)

Focus -

Low Task, low High task, low

relationship( works well relationship- works
with experienced team when the team is new,
with little involvement) leader is hands-on,
People

decisive and involved.

Task Focus-emphasis is on the task,

Low results in more directive and action High
oriented behavior

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AUTOCRACY, DEMOCRACY, AND
DELEGATING TYPE OF LEADERSHIP
 Autocracy- leader makes all decisions,
prescribing solutions, and gives detailed
instructions, exerting close control
 Democracy- the leader listens, supports. He
gets involved, coordinates and participates.
 In delegating leadership, the leader gives
little direction, being uncritical and avoid
conflicts and demonstrates a trusting
behavior.

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LEADERSHIP AND CULTURE
 Charles Handy developed the following: club
culture, role culture, task culture, and person
culture which demonstrates particular culture
of an organization.
 Club culture- the leader has dominant role
surrounded by ever –widening circles of
influence.
 Role culture- relies on set procedures, rules,
hierarchy and formal communications and stick
to rigid job descriptions.

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 Task culture- involves team whose skills are
applied to a specific problem. The focus is on
completing the task successfully.
 Person culture- the leader is highly
individualistic, and the strengths or
weaknesses are clearly those of the
individuals

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WHAT IS A TEAM? STAGES OF TEAM
DEVELOPMENT
 A team is a small group of people with specific
goals and objectives
 Four stages of team development:
 Forming- members discover each other.
 Storming- conflicting stage as members display
attitudes and set boundaries, establish identity.
 Norming- norms are developed and ground rules
are accepted.
 Performing-team members starts excelling and
performing at their best.

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 Coord
Imple
inator
menter
Plant/
Innovator

Complete
r/finisher

Resource
Investiga
tor

Monitor/
Evaluator

Shaper
Team
workers/
supporters

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 TEAM ROLES
Belbin’s team roles-

 Coordinators- controls, organizes, coordinates and delegates effectively

 Plant/Innovator-creative, innovative, new perspective, focus on big
issues and look for breakthroughs
 Resource Investigator-networks for external resources, works
independently, interested in new ideas and explores outside possibilities
 Shapers-injects energy and momentum, provide focus, has a broad
perspective and challenge others views
 Team workers/supporters-promotes team spirit and effectiveness
 Monitor Evaluators- analyze on the basis of facts
 Completer-finishers- provides all round perspective for completion of a
task, Inject urgency, priority and purpose to the team
 The implementer- action oriented, self-motivated

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TEAM EFFECTIVENESS
 The tasks, the team roles and needs of the team
members, individual needs must be addressed.
 The team members must be cohesive, imbued
with espirit de corps.
 Generate interest and commitment of all
members to the task by mutual discussion,
encouraging participation, and foster shared
understanding.
 Aim common goal -‘we’ and ‘ours’.
 Empower members to creative solutions.
 Ensure that all roles are fulfilled (plant, shape,
implement and so on)
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CONTINUED-

 Gain trust and commitment of the members.

 Mobilize and involve people in the team.
 Empower and enable by unlocking their potentials.
 Encourage them to solve problems by innovating,
experimenting.
 Inspire team work and establish recognition and
reward.
 Resolve any conflicts.
 Promote on the basis of merit.

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WHAT MAY CAUSE FAILURE IN
LEADERSHIP
 Faulty decision
 Poor planning, briefing, controlling,
organizing etc…..
 More rowing and less steering
 Lack creativity in problem solving
 Failure in assessing the new reality and
adapt to changes
 Rigidity

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 QUESTIONS
 What is the conception of action-centered leadership?
 What are the different leadership tasks?
 How a leader can become effective?
 What is meant by leadership by example?
 What are the different leadership styles developed by
Hersey and Blanchard? When ‘selling’ and ‘telling’ styles
becomes necessary?
 What features of leadership behavior is expected in the
following cases- autocratic, democratic and delegating?
 Which culture such as club, task or role is important for
completion of mega projects in a developing country?
 Identify the leadership styles as in the case of telling,
selling, participating and uninvolved.

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