LEADING & MANAGING TEAMS

Student Name: Mihaela Duta

Student ID: 2022803
Introduction
• The presenter, a dedicated worker with
experience in management and leadership, is
proud to address the crowd.
• In order to get into the prestigious Leadership
Program, the person stresses recent successful
ideas about high-performance teams.
• The moderator is prepared to discuss their
exceptional initiative style and abilities since
they are committed to great authority.
• Key achievement: Spurring groups, which
shows how they set initiative standards up as a
regular occurrence.
 What is Leadership?
• Take on a groundbreaking initiative style and
spotlight in getting your colleagues propelled and
roused.
• To make the work environment dynamic and
adaptable, support groundbreaking thoughts and
imagination among colleagues.
• As stated by Ali, Anwar and Anwar (2021), your
abilities. put the development of every individual
first by offering mentorship and opportunities to
work on
• Put forth a shared objective and make cooperating
and accomplishing that objective a focal piece of
your initiative style.
 Lewin’s Leadership Style

 Lewin's style of leadership stresses democratic

decision-making and participation.
 It requires everyone on the team to work
together to reach the goals.
 This method makes everyone on the team feel
like they own the project and are committed to it
(Beauchamp et al., 2021).
 Lewin's style helps people come up with new
ideas and be flexible.
 My Leadership Style and Skills

 My democratic leadership style promotes

teamwork.
 Open communication is essential to me, and I
value what my team members have to say.
 Making decisions requires coming to an
agreement, taking turns, and being responsible.

• This method gives employees more power and

boosts morale on the team (Karatepe,
Aboramadan and Dahleez, 2020).
 Leadership Skills

• Effective Communication: Clear and concise

communication to set goals and explain what is
expected.
• Resolution of conflicts: The ability to deal with
disagreements in a constructive way and find
solutions that are good for everyone.
• Decision Making: Making decisions means making
smart choices while taking into account what other
team members have to say (Foo et al., 2021).

• Coaching and Development: Growing talent through

mentoring and opportunities to keep learning.
 Variety of Leadership Styles

• Autocratic Leadership: During imperious administration,

choices are made in a focal area with little contribution from

colleagues.
• Transformational Leadership: optimistic administration
drives colleagues toward a shared objective (Grossman and
Valiga, 2020).
• Servant Leadership: Strength initiative puts the development

of colleagues first and spotlights addressing their necessities.

• Laissez-faire leadership: Free enterprise authority implies

giving no guidelines and letting colleagues choose for

themselves.
 Maximizing Team Effectiveness
• According to Olowoselu, Mohamad and Aboudahr
(2019), make transformational leadership the
official technique to improve teamwork and
emphasize how it can inspire and encourage
everyone to work toward a shared objective.
• Briefly describe the transformational leadership
approach, emphasizing individual care,
intellectual stimulation, and team innovation.
• Name a project where transformational leadership
worked successfully and a leader who encouraged
team members to innovate and collaborate.
• Show how the transformational leadership
paradigm improved team morale, creativity, and
project performance indicators (Grossman and
Valiga, 2020).
 I am the best candidate
 Proven Track Record: Proven ability to motivate
and guide teams to complete tasks and meet
objectives.
 Strong Communication Skills: The ability to make
ideas clear and encourage teams to talk to each
other freely.
 Adaptable Leadership Style: Flexible leadership
implies adapting to the environment and teamwork
(Roman et al., 2019).
 Commitment to Continuous Improvement: To grow
personally and professionally and look for chances
to improve leadership skills.
 Cont.….

• Strategy's influence on key performance measures

like project completion time and error rate shows
considerable improvements (Roman et al., 2019).
• Focus on genuine improvements caused by the
plan, such as a 20% increase in productivity and a
15% decline in mistake rates.
• Give instances of better morale, involvement, and
collaboration to show how strategy motivates
teams (Lee, Daugherty and Hamelin, 2019).
• Explain how Strategy has improved team
communication, information sharing, and
collaboration, making the workplace more unified
and effective.
 Conclusion
• Show how consistent transformational
leadership motivates team members and fosters
new ideas.
• Highlight their leadership talents, including
communication, decision-making, and problem-
solving.
• Show how transformational leadership may
strategically employ performance techniques to
achieve goals. This will help the company
develop and adapt.
• Reiterate the presenter's effectiveness in
improving projects and teams, which makes
them an outstanding choice.
 Reference List

•Beauchamp, G., Hulme, M., Clarke, L., Hamilton, L. and Harvey, J.A., 2021. ‘People miss people’: A study of school leadership and management in the four
nations of the United Kingdom in the early stage of the COVID-19 pandemic. Educational Management Administration & Leadership, 49(3), pp.375-392.
•Foo, P.Y., Lee, V.H., Ooi, K.B., Tan, G.W.H. and Sohal, A., 2021. Unfolding the impact of leadership and management on sustainability performance: Green and
lean practices and guanxi as the dual mediators. Business Strategy and the Environment, 30(8), pp.4136-4153.
•Grossman, S.C. and Valiga, T.M., 2020. The new leadership challenge: Creating the future of nursing. FA Davis.
•Hammad, W., Samier, E.A. and Mohammed, A., 2022. Mapping the field of educational leadership and management in the Arabian Gulf region: A systematic
review of Arabic research literature. Educational Management Administration & Leadership, 50(1), pp.6-25.
•Karatepe, O.M., Aboramadan, M. and Dahleez, K.A., 2020. Does climate for creativity mediate the impact of servant leadership on management innovation and
innovative behavior in the hotel industry?. International Journal of Contemporary Hospitality Management, 32(8), pp.2497-2517.
•Leadership Styles in Crisis Management. International Journal of Advanced Engineering, Management and Science, 7(6), pp.31-41.
•Lee, E., Daugherty, J. and Hamelin, T., 2019. Reimagine health care leadership, challenges and opportunities in the 21st century. Journal of PeriAnesthesia
Nursing, 34(1), pp.27-38.
•Olowoselu, A., bin Mohamad, M.A. and Mohamed Farag Mohamed Aboudahr, S., 2019. Path-goal theory and the application in educational management and
leadership. Education Quarterly Reviews, 2(2).
•Roman, A.V., Van Wart, M., Wang, X., Liu, C., Kim, S. and McCarthy, A., 2019. Defining e ‐leadership as competence in ICT ‐mediated communications: an
exploratory assessment. Public Administration Review, 79(6), pp.853-866.
THANK YOU