Leadership and Team work

Chapter-5
Leaders don't create followers, they
create more leaders.

--Tom Peters in "Fast Company"

What makes a good leader / leadership?
Vision
Cohesion, synergy and
collaboration
Empower people
Core values
Shared values
Ethics
Proactive and problem prevention
Communications
Leadership
Leadership is an intangible concept that produces tangible
results. It is referred to sometimes as an art and at other
times as a science. In reality, leadership is both an art and
a science.

The impact of good leadership can be readily seen in

any organization where it exists.
Leadership

Leadership is the ability to inspire people to

make a total, willing, and voluntary commitment
to accomplishing or exceeding organizational
goals.
Leadership

Good leaders overcome resistance to change, broker

the needs of constituent groups inside and outside the

organization, and establish an ethical framework.

Good leaders are committed to both the job to be

done and the people who must do it. They are good
communicators and they are persuasive.
Leadership
Leadership characteristics that build and maintain
followership are a sense of purpose, self-discipline, honesty,
credibility, common sense, stamina, steadfastness, and
commitment.

Leaders can build trust by applying the following strategies:

Taking the blame
Sharing the credit
Pitching in and helping
Being consistent
Being equitable.
Leadership

To facilitate change in a positive way, leaders must

have a clear vision and corresponding goals, exhibit a
strong sense of responsibility, be effective
communicators, have a high energy level, and have the
will to change.
Leadership
Well-led organizations, whether they are large companies or
small departments within a company, share several easily
identifiable characteristics:
High levels of productivity
Positive, can-do attitudes
Commitment to accomplishing organizational goals
Effective, efficient use of resources
High levels of quality
Mutually supportive teamwork approach to getting work
done
Leadership for Quality (Healthcare)
Leadership– Key Elements
The key elements of leadership for quality are:
customer focus,
obsession with quality,
recognition of the structure of work,
Freedom through control,
unity of purpose,
looking for faults in the systems,
teamwork,
continuing education and training, and
emphasis on best practices/peak performance.
Leadership Styles
“Leadership style is the way and methodology of giving
guidance, executing arranges and inspiring individuals”.
Leadership styles are reflected in practices and
dispositions, yet these are the result of complex
cooperation between the way they think and feel
(Josanov & Pavlovic, 2014).

The style that people use will be founded on a blend of

their principles, inclinations and qualities, and also the
organizational culture and standards which will empower a
few styles and dishearten others.
Leadership Styles
Common leadership styles include the following:
democratic,
participative,
goal-oriented, and
situational.

The appropriate leadership style in a total quality setting is

participative taken to a higher level.
 Transformational Leadership

A transformational leader goes beyond managing day-to-day

operations and crafts strategies for taking his company, department
or work team to the next level of performance and success.

 Transformational leadership styles focus on team-building,

motivation and collaboration with employees at different levels
of an organization to accomplish change for the better.

 Transformational leaders set goals and incentives to push their

subordinates to higher performance levels, while providing
opportunities for personal and professional growth for each
employee.
Transformational Leadership Styles

The transformational approach to leadership focuses on high

expectations from employees.
This type of leader serves as an inspirational mentor who
encourages workers to do better and be better.
Typical behaviors may involve –
setting quality goals,
reviewing individual performance to see how well those goals are
met and helping those who fall short identify areas they want to
work on.
This methodology works well in a TQM environment because
the emphasis is on constantly striving to do better work.
Transactional Leadership Styles
Transactional leadership focuses on results, conforms to the
existing structure of an organization and measures success
according to that organization’s system of rewards and penalties.
Transactional leaders have formal authority and positions of
responsibility in an organization. This type of leader is responsible
for maintaining routine by managing individual performance and
facilitating group performance.
Transactional leadership is most often compared to transformational
leadership. Transactional leadership depends on self-motivated
people who work well in a structured, directed environment. By
contrast, transformational leadership seeks to motivate and inspire
workers, choosing to influence rather than direct others.
Transformational VS Transactional

Transformational leadership is distinguished from transactional

leadership in that it aims at innovation, while the latter is focused
on planning and execution.
Transactional leadership focuses on rewards and punishments in
order to achieve goals. These characteristics suggest that
transformational leadership strives to create new opportunities for
employees in an organization, whereas transactional style works off
of an existing structure.
Transformational leadership aims at motivating people while
transactional leadership focuses on the use of manipulation of
power and authority (Tucker et al. 2004).
Advantages

Both leadership styles are needed for guiding an organization to

success.
 Transactional leaders provide distinct advantages through their
abilities to address small operational details quickly.
 Transactional leaders handle all the details that come together to
build a strong reputation in the marketplace, while keeping
employees productive on the front line.
Transformational leadership styles are crucial to the strategic
development of a small business.
 Small businesses with transformational leaders at the helm shoot for
ambitious goals, and can they achieve rapid success through the
vision and team-building skills of the leader.
Participative Styles
Some leadership styles focus on participation.
 One of these is the democratic style of leadership.
In this style, the leader uses individual employees' knowledge
and skills to help build a consensus for what direction the
organization should move in.
This style is appropriate when there are several directions an
organization could take.
This style of leadership emphasizes teamwork.
 The leader works to enhance teamwork and improve
communications and morale.
This style may help companies where employees have become
discontented due to poor communications.
Applications
Different management styles are best suited to different situations.
When it comes to front-line supervisors of minimum-wage
employees, for example, a transactional leadership style can be
more effective.
 Shift supervisors at a fast food restaurant will be much more effective
if they are concerned with ensuring all of the various stations run
smoothly, rather than spending their time thinking up better ways to
serve hamburgers.
On the other hand, CEOs or sales managers can be more effective
if they are transformational leaders.
 Executive managers need the ability to design and communicate
grand strategic missions, passing the missions down to transactional
leaders for implementation of the details.
Application
In addition to the inspiration and guidance of the
transformational style, the TQM approach requires a leader
who can get things done.
Add some transactional leadership to the
transformational approach.
Transactional leadership means reminding employees that
they work for you and have agreed to work to your standards
in exchange for their paychecks.
This hard-headed approach can balance some of the more
philosophical communications you may issue as a
transformational leader.
 Boosting Productivity with Quality
Though the Total Quality Management approach focuses on
making the best products possible, you can't lose sight of the
need to make as many products as possible.

Your leadership style must not only encourage employees to do

their best work. It must also help employees learn how to be
more efficient.

The leadership style for a TQM approach should emphasize that

doing things right is more productive than doing things over.
Leadership and Stewardship
Leadership and stewardship go beyond employee empowerment
to employee autonomy and seek to create an environment in which
employees perform out of the spirit of ownership and commitment.
Stewardship is the behavior of responsibly managing another
person or organization’s assets that have been entrusted to one’s
care.
Two stewardship perspectives–
 Stewardship as a leadership behavior leads to successful
organizational performance and generally satisfies most of the
organization’s stakeholders (Davis, Schoorman, and
Donaldson,1997)
 Stewardship as a form of governance that will produce
organizational success by redistributing power, purpose, and
wealth (Block 1993).
Leadership and Stewardship

Stewardship asks us to be deeply accountable for the

outcomes within our organizations without trying to

control others or trying to take care of them.
It requires a redistribution of power and privilege, moving

choice and resources closer to the edges of the organization.

 Leadership and Stewardship

Some examples of the kinds of things leaders can do to become stewards:

Give choice to people at the edge as much as possible.
Meet in a circle, not auditoriums. Circles allow people to see and talk with
each other. Auditoriums are for people to be talked at.
Stop performance appraisals where bosses evaluate their subordinates.
Peers should be talking about how we’re doing together.
Let go of the idea that everything needs consistency. There are just a few
areas that need it, like how you report finances. IT and HR should be
consultants, not in control.
Eliminate the privilege system. Don’t give bigger and nicer offices to those
at the top. If you have a special parking spot, give it up.
Be willing to say, “I don’t know what’s best for you.” Ask them what they
think, and then look them in the eye and listen to what they have to say.
Leadership and Stewardship

Leaders can counter the negative influence of followers by:

Keeping vision and values uppermost in their minds

Looking for disagreement among the advisors

Encouraging truth-telling

Setting the right example

Following their intuition

Monitoring delegated work.

Leadership Skills: Inherited or
Learned?
Team Building and Teamwork

A team is a group of people with a common,

and collective goal.
The rationale for the team approach to work is
that “two heads are better than one.”
Work Team
 A group whose individual efforts result in a
performance that is greater than the sum of the
individual inputs.
 Types of Teams
Teams can be classified as
department,
process improvement, and
task force teams.
Types of Teams

Problem-Solving Teams
Groups of 5 to 12 employees from the same
department who meet for a few hours each week to
discuss ways of improving quality, efficiency, and
the work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take on the
responsibilities of their former supervisors.

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Types of Teams (cont’d)

Cross-Functional Teams
Employees from about the same hierarchical level,
but from different work areas, who come together
to accomplish a task.
• Task forces

• Committees

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Types of Teams (cont’d)

Virtual Teams
Teams that use computer technology to tie together
physically dispersed members in order to achieve a
common goal.

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Team Building and Teamwork

Factors that can promote the success of a team are:

Personal identity of team members

Relationships among team members
The team’s identity within the organization.

To be an effective team leader, one should apply the following

strategies:

Be clear on the team’s mission.

Identify success criteria.
Be action centered.
Establish ground rules.
Share information
Cultivate team unity.
Team Building and Teamwork
After a team has been formed, a mission
statement should be drafted. A good mission
statement summarizes the team’s reason for
being. It should be broad enough to allow for
the measure of progress.
Team Building and Teamwork
Character traits that promote successful teamwork are:
Honesty
Selflessness
Dependability
Enthusiasm
Responsibility
Cooperativeness
Initiative
Patience
Resourcefulness
Punctuality
Tolerance/Sensitivity
Team Building and Teamwork

Team and individual compensation systems can

be developed in four steps:

Decide what performance to measure.

Determine how to measure the performance.

Identify the rewards to be offered.

Integrate related processes.

Team Building and Teamwork

Challenges faced when leading multicultural

teams include differing: 1) approaches to decision
making, 2) attitudes toward authority, 3)
attitudes toward work, and 4) approaches to
communicating.
Teams and Quality Management
 Team Effectiveness and Quality Management
Requires That Teams:
1. Are small enough to be efficient and effective.
2. Are properly trained in required skills.
3. Allocated enough time to work on problems.
4. Are given authority to resolve problems and take
corrective action.
5. Have a designated “champion” to call on when
needed.

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