Slides Advanced Personal

7/28/2019 Slides Advanced Personal

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Leadership in Teams:Maximizing Success

Advanced Personal Knowledge

we would argue that effective leadership

processes represent perhaps the most criticalfactor in the success of organizational teams

(Zaccaro, Rittman & Marks, 2001, p. 452)


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Personal Knowledge

Learning Objectives Develop individual leadership

characteristics based on leadership

goals Help teams become more productive by

developing leadership strategies which

facilitate task completion Understand how individuals may adopt

transformational leadership within their

teams


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Conceptualizing Leadership

Can you give an example of someone youthink is a good leader? Why?

What are characteristics of good leaders?


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Leadership Defined

Leadership is a process whereby an

individual influences a group of

individuals to achieve a common goal

(Northouse, pg. 3, 2004)


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Leadership Defined, continued

During last 50 years, there have been over 65different classification systems of leadership.They differ in: Focus on individual leader versus the group and

its processes

Focus on inherent styles/characteristics versusbehaviors or skills that can be learned

Focus on designated versus emergent

leadership


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Brainstorming Activity

Think about teams you have been on

in the past: were the leaders

designated or did they emerge? Howdid well did the team work together?

Do you have a preference?


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What is the Leaders goal?

Team Excellence*Characteristics of Excellent Teams include:

Clear, elevating goal

Results-driven structure Competent team structure

Unified commitment

Collaborative climate

Standards of excellence

Principled leadership

External support

*(Larson & LaFasto, 1989)


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Common Leadership

Responsibilities* Initiate the relationships/start the team

Create and maintain communication

Maintain relationships (internal and

external to the team)

Use power to influence others and

reach mutual goals (position or personal

power)

Provide a vision for achievement and

motivation


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How is Good Leadership

Exercised and Demonstrated?

Personal Characteristics: Youre a

bornleader!

Skills and Knowledge: Youre an

except ionalindividual!

Behaviors: Youre a ski l l fu lfacilitator!


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Personal Characteristics

associated with Leaders*

Intelligence (complex problem solving

skills and social judgment skills) Self-confidence (self esteem and

assurance)

Determination (initiative, drive,proactive, perseverance)

Ethical (can be trusted by others,integrity)

Social (friendly, outgoing, tactful)


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Skills and Abilities associated

with Leaders* Technical: knowledge about the teams

specific tasks or activities (THINGS)

Interpersonal: knowledge of how towork with others and to help otherswork with each other (PEOPLE)

Conceptual: knowledge about ideas,concepts, ability to hypothesize (IDEAS)

(Optional) Test yourself: TheLeadership Skills Inventory

*Katz (1955), Muford, Zacarro, Harding (2000)


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Leadership Behaviors*

Focuses on the behaviors or style of the

leader (not just traits or characteristics)

Two major types of behaviors: Task

Relationship

How can these behaviors be combined

by a leader to influence the team to

succeed??


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Task Behaviors

Focus is onproduction: how the team

tasks are accomplished

Involves paying attention to:

policy

development of new products

making plans for the future


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Relationship Tasks

Focus is thepeople on the team

Behaviors include building trust,

commitment to the organization,

promoting the wellbeing of team

members, and establishing harmony onthe team


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4 Combinations of Task &

Relationship Styles High Task/High Relationship: Team Management-

work is accomplished by committed people with acommon stake in the process and outcome

Low Task/Low Relationship: ImpoverishedManagement-leader in name only, uninvolved,indifferent

High Task/Low Relationship: Authority/Compliance-benevolent dictator who acts as though people areunconnected to the task

Low Task/ High Relationship: Social Club-attention

to the needs of people createscomfortable, friendlyteam environment, with relaxed work tempo


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Beyond Personality, Styles and

Tasks:Transformational Leadership*

Focus is on transforming individuals by

addressing values, ethics, long term goals Considers the whole person; helps them

reach their full potential

Motivates team members to do much more

than is expected of them

Promotes the common good over individual

self interest

*Burns (1978)


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Transformational Leaders:

Are purposeful role models in terms of ethicsand values

Can formulate a vision of the desired futurestate of the organization or team WITH teammembers

Can understand and empowerteam

members Can act as change agents to initiate and

maintain team progress, create an inclusive,creative, committed environment


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Transformational Leaders on

Teams Must be concerned with both team performance and

team development (tasks and relationships)

Leadership behaviors can be shared by all members

of the team at various times; leadership is fluid and

based on the team needs at the time

Tasks include: motivating members, identifying

tasks/problems, conflict resolution, matching team

tasks/goals to individual needs/competencies andexternal requirements


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Why Transformational

Leadership?*Studies have shown:

It increasesorganizational performance

It generates higher commitment to the taskfrom team members

It reduces employee stress and increases

well-being Is it linked with customer satisfaction

*Epitropaki (2004)


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Taking the Skills Inventory*

Leader-centered model that stressesdeveloping particular skills Luckily, skills are competencies that individuals

can learn or develop. You do not need to be bornwith them.

The skills approach provides an expansiveview of leadership: includes problem-solvingskills, social judgment skills, knowledge,

individual attributes The Skills Inventory helps you understand

how leadership skills are measured, and whatyour own skills might be.

*Northouse (2004)


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Leadership summary

Being a leader is all-encompassing:

good leaders are also good teammates

The role of leader may shift fromperson-to-person as the task

necessitates

The proper balance of task andrelationship behaviors must be present

for effective leadership


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Optional Slides

Case Study Discussion

Taking additional leadership

instruments


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What kind of Leader are you? In terms ofcharacteristics:

How many leader characteristics do you possess?Ask for feedback confirmation from a team member.

In terms ofskills: Complete the Skills Inventory (Northouse, 2004)

In terms ofstyle:

Complete the Style Questionnaire (Northouse,2004)

In terms oftransformational leadership: Complete the Multifactor Leadership Questionnaire

(MLQ)


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Case Study

Break into small groups and discuss thefollowing scenario from a: Leadership skill perspective

Leadership style perspective

Transformational leadership perspective

Is one leadership approach more usefulthan the others?

How would a leader with YOURcharacteristics work with this situation?


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Leadership in Teams:

The Leader in YouLeadership on teams is a complex process

Involves attention to completion of the task and

productivity ofpeople Is a combination and reflection of you as a whole

person: intellect, emotion, spiritual, personality,skills, and behaviors

Involves communication, problem solving,

technical skills, awareness of the needs of theteam, external demands and expectations, and avision

Everyone can be a leader and exemplify

leadership behaviors/attitudes


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References

Blake R.R., & Mouton, J.S. (1985). The Managerial Grid III. Houston,TX: Gulf.

Burns, J.M. (1978). Leadership. New York: Harper & Row.

Epitropaki, O. (2004). What is transformational leadership? Fromhttp://www.shef.ac.uk/~iwp/publications/whatis/transformational.pdf

Katz, R.L. (1955, Jan-Feb). Skills of an effective administrator. HarvardBusiness Review.

Kirkpatrick, S.A., & Locke, E.A. (1991). Leadership: Do traits matter?The Executive, 5,48-60.

Larson, C.E., & LaFasto, M.J. (1989). Teamwork: What must go right,what can go wrong. Newberry Park, CA: Sage Publications.

Mumford, M.D., Zaccaro. S. J., Connelly, M.S. & Marks, M.A. (2000).Leadership skills: Conclusions and future directions. LeadershipQuarterly, 11(1), 155-170.

Northouse, P.G. (2004). Leadership: Theory and practice. ThousandOaks, London: Sage Publications.

Stodgill, R.M. (1974). Handbook of leadership: A survey of theory andresearch. New York: Free Press.

Zaccaro, Rittman, & Marks. (2001). Team leadership. LeadershipQuarterly,12(4), 451-483.

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