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LEADERSHIPLEADERSHIP&&
TEAM DEVELOPMENTTEAM DEVELOPMENT
By
Aziz Alam
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If I accept you as you are, I willmake you worse; however, if Itreat you as though you are
what you are capable ofbecoming, I help you becomethat.
Goethe..
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CONDUCT
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PART - 1s
Defining leadership.s What makes effective leaders.
PART - 2s Team management
xDevelopment of teams.
xManagement of teams.xChecklist for team leaders.
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Defining
LeadershipLeadership , Im not sure
how to define it, but I know itwhen I see it.
Dwight D Eisenhower
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Todays accelerating, unrelentless change hasaltered the foundation of corporate enterprise
and government bureaucracy. Organizations &governments are under tremendous pressuresince they have been RRRECQD (wrecked).That is reinventing, rightsizing, reengineering,
empowerment, customer & Quality Drivenefforts have transformed the way they operate.More and better leaders are essential to guideorganizations in todays changing,unpredictable environment.
Warren Blank
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Definition
The ability to inspire
confidence and support
among the people who are
needed to achieve
organizational goals.
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s Establishes
Direction.
s Involves Aligning
people.
s Motivates and
inspires.
s Produces change
ea ers p sManagement
s Plans & Budgets.
s
Organizes andStaffs.
s Controls & solves
problems.
s Produces a degree
of predictability
leader Manager
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Nine Natural Laws ofNine Natural Laws ofLeadershipLeadership
s Law -1. A leader has willing followers - allies.s Law - 2 . Leadership is a field of interaction --
a relationship between leaders and followers -
allies.
s Law - 3 . Leadership occurs as an event.
s Law - 4 . Leaders use influence beyond formal
authority.
s Law - 5 . Leaders operate outside the
boundaries of organizationally defined
procedures.
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Nine Natural Laws ofLeadership contd...
s Law -6. Leadership involves risk and
uncertainty.
s Law - 7. Not every one will follow a leaders
initiative.s Law - 8 .Consciousness --- Information
processing capacity ----- creates leadership.
s Law - 9 . Leadership is a self referral process.
Leaders and followers process information
from their own subjective, internal frame of
reference.
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Law # 1The leader has willing
followerss Followers are the underlying element
that defines all leaders in allsituations.
s Followers play a collegial, partnering
role in leadership.s Follower is a necessary ally
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Action Ideas Focus on gaining followers:s ASK?
x Who do I need to follow or align themselves withme?.
Or
x Whose support is necessary?.
s Concentrate on gaining the backing of these
people.
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Law # 2Leadership is a field of interaction ---a relationship between leaders and
followers
s Leadership is not a person, a position,
or a program but a relationship.
s A field of interaction with others.
s Leadership is a dance.
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Action Ideas Build solid work relationship
with others:s Others are more likely to follow when you step
forward to lead.
s Building solid work relationships is an ongoing
activity.s Quality of relationship you have with others is
central to leadership.
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Law # 3Leadership occurs as an event
s Leader followers field, has a start, a middle
and an end.
s Leadership event will exist as long as it hasfollowers.
s It can be continuous if a leader manifests
multiple leadership events.s Leadership occurs throughout organizations.
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Action Ideas Concentrate on the leadership
event.s Accept the variable duration and scope of your
ability to gain followers.
s Take initiative when action is needed to gain
followers-allies.s Create the field when necessary.
s Share leadership power by reinforcing others as
willing followers.
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Law # 4Leaders use influence beyond
formal authority
s Leaders gain followers through influence and
not merely authority.
s Leader is person to person influence
whereas manager is position to position.
s
Leader follower interactions are basedon commitment. Manager-subordinate
association rely on command.
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Action Ideas Develop influence beyond
authority.s Take on Tasks relevant to the organizations core
mission.
s Gain access to critical information networks and
mentor other people.s Develop task expertise, attend training or formal
education programs, and support others work
projects.
Leaders operate o tside theLeaders operate o tside the
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Leaders operate outside theLeaders operate outside theboundariesboundaries
of the organizationally definedof the organizationally defined
procedureprocedures Leaders gain followers because peopleand organizations need direction.
s
Leadership arena exists when theinstitutional structure does not offer certain
guidance on how to proceed.
s Dont follow where the pathway goes, leadinstead where there is no path and leave a
trail.
suntzu
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Action Idea
s Fix your sights on nonprescribed areas:s Look for opportunities and seek ways to resolve problems
beyond your job description and outside the prescribed
organizational boundaries set by rules, regulations, policies
and procedures.
s Pay attention to projects or responsibilities that are not fully
defined and have few established requirements.
s Focus on what is not working.
s Ask questions to identify possibilities and challenge
assumptions.
s Ask yourself each day, what more can I do to move the
organization forward?
Law # 6
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Law # 6Leadership involves risk and
Uncertaintys Leaders live without a safety net.
s Leadership arena is fraught with ambiguity
and chaos, and the leaders task always
involves risk & uncertainty.
s Leadership here demands performing action
in uncertain circumstances.
s Taking risks may not result in success
because no one can completely control the
results of action.
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Action Idea
s Embrace risk and uncertainty as a
challenge.s
Risk is an interpretation. View risk as achallenge.
s Transform the tension created by
uncertainty into the productive energyneeded to take action.
s Enjoy the action without being attached to
the unpredictable fruits of action.
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Action Idea
s Attend to those who will follows Focus on who will support your lead.
s Pay attention to those who acknowledge your lead
as useful, and give consideration to anyone whooffers you positive support.
s Align with the critical followers by asking yourself,
who must I get to follow me to achieve thisinitiative?.
L # 8
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Law # 8Consciousness --
Information Processing Capacity --Creates Leadership
s Leadership begins with an idea that might resolve a problem
or exploit an opportunity. Consciousness -- the capacity to
process information -- is underlying source of leadership
power.
s Consciousness defines how people interpret information and
create meaning from it.
s Leaders gain followers - allies when both parties process
information in similar ways. The mechanics of the process
begin with the leader.
s In the final analysis, leaders reflect the followers, and
followers get the leaders they deserve.
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Action Ideas Develop greater self-awareness.s Become aware of how you restrict or overload your
information reception process.
s Explore the assumptions and judgements you make when
you interpret information.
x Are your assumptions based on information or derived from
what you suppose exists?
x Do your judgements represent old mental programs, or are
they informed through a dialectic learning process of thesis-
antithesis-synthesis?x Are you overly cautious and unwilling to commit an action.
s Continually update your information base. Explore alternate
ways to interpret data. Use different models to evaluate
ideas.
Law #
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Law #Leadership is a Self - Referral
Processs
Self-referral explains that the world is as we are, based onour subjective state of consciousness.
s Knowledge, intelligence, experience, judgement, and wisdom
are structured in the subjective state of consciousness.
s
The leader sees the world through his or her specific lenses,similarly, followers identify with the leader because the leader
fits the followers self-referral image of what a leader should
be.
s The self-referral concept is central to understanding and
practicing leadership. Self - referral reveals the first and
foremost directive to develop leadership power.
s Leaders fail to gain followers when they do not meet the
followers at their level of consciousness.
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Action Idea
s Clarify expectationss Clarify your expectations to make it easier for others to
understand and accept your position.
s
What we expect is what we get. To lead requirescontinually exploring what matters to others, how they
interpret events and the meaning they assign to situation.
s Ask participants the questions:
x
What do you expect form..?x What is important to you about..?
s The answers will help you meet the followers at their level
of consciousness.
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Change - OrientedChange - OrientedLeadershipLeadership
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Charismatic leaders have a
profound emotional effect on
their followers; . They are
role models and heroes who
are larger than life.
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Characteristics ofCharismatic leaders
s High Degree of self-confidence.
s Strong conviction in the correction of their
ideas.
s High level of energy and enthusiasm.
s High degree of expressiveness.
s
Excellent communication and articulationskills.
s Active role modeling and image building.
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Characteristics of FollowersCharacteristics of Followersof Charismatic Leadersof Charismatic Leaders
s High degree of respect and esteem for
leader.
s
Loyalty and devotion to leader.s Affection for the leader.
s High performance expectations.
s Unquestioning obedience.
Sit ti l
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SituationalRequirementsof Charismatic
Leaderships Sense of distress or crisis.
s
Perceived need for change.s Opportunity to articulate ideological goal.
s Availability of dramatic symbols.
s Opportunity to clearly articulate followers role.
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TransformationalLeadership Factors
CHANGE - ORIENTED
LEADERSHIP
Intellectual
Stimulation
New Ideas and
empowerment
Charisma&
Inspiration
Overcome resistance
to change
Individual
Consideration
Motivate and
Encourage
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EXEMPLARY
LEADERSHIP
Encouraging the heart
through
enthusiasm and contingent
frequent feedback
Challenging the process
searching out opportunities,
and experimenting
Creating a shared vision,
Focus on the future and
include followers vision
Enabling followerto implementing vision through
collaboration and empowerment
Role Modelingand recognizing
small successes
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END OF PART -1
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PART - 2
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Purpose of this Part
Share strategies for leading
teams through each stage of
development to improveteam performance
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Objectives of this Workshop
s Learn/review the stages of team development.
s Learn how to determine which stage a team is
currently in.s Explore ways to help a team move to the next
stage (if appropriate).
s Try some of what youve learned.
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Intro to Teams
A team is a small group of people who
have a distinct identity and work together
in a coordinated and mutually supportive
way. They are accountable to each other,and they use complementary skills to
fulfill a common purpose or goal.
10-Minute Guide to Teams & Teamwork
John A. Woods
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Intro to Teams
s Teams progress through various stages intheir life cycles.
s Each stage has its own relationships and
behaviors.s When team leaders and members recognize
the stage of team development they are
experiencing, they have the capability to
act.
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Adjourning
Teams & Their stages
FormingNorming
Performing
Storming
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Forming: Why am I here?
s Foundation for successful teams Putting the team together
s
Define teams missionxPurpose
xCustomers
xGoals/Deliverables
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Forming: Why am I here?
s Attitudes and behaviors:x Ambiguous feelings and attitudes
x Conflict avoidance
x Communicating tentatively
x Getting to know each other
x Desire to be accepted
x Assumption that consensus exists
x Dependent on leader
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Storming:Hey! I have something to say here!
s Reality sets ins Competition and conflict surface
s Some members may quit the team
s Minimal progress toward goals
s Debating purpose and goals
s Members are getting to know each
other
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Storming:Hey! I have something to say here!
s
Attitudes and behaviors:x Impatience toward relationships vs. tasks
x Pushing individual views
x Power struggles
x Need to conform decreases
x Negativity
x Defensiveness
x Hostility
N i
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NormingNorming:Were in this together!
s Team leaders role moreconsultative
s Unified mission and purpose
s Working together
s Making progress toward goals
N i
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NormingNorming:Were in this together!
s Attitudes and behaviors:x Paying more attention to group processes
x Shedding preconceived ideas and opinions
x
Accepting roles and each otherx Growing sense of team spirit
x Trust and respect increase
x Satisfaction increases
P f i
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Performing:Weve found the key to success!
s Teamwork and commitments Get things donegoals are achieved
s Formal leadership less pronounced
leadership may be shareds Subgroups work on important tasks
P f i
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Performing:Weve found the key to success!
s
Attitudes and behaviors:x Individuals adapt to meet current needs of
team
x Evaluate task effectiveness
x Strong sense of commitment
x Open communication
x Constructive disagreements
x Creativity and innovation
Adj i
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AdjourningAdjourning:: Now what do we do?Now what do we do?
s
Team has fulfilled its goals (maybe)Team has fulfilled its goals (maybe)s Not all teams adjournNot all teams adjourn
s Attitudes and behaviors:Attitudes and behaviors:
x
ExcitementExcitementx Sense of accomplishmentSense of accomplishment
x Separation anxietySeparation anxiety
x DissatisfactionDissatisfaction
x NegativityNegativity
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Teams & Their stages
Shared goalsTeam cohesion.AcceptanceTrustResolve
Norming
TeamworkCommitment.PerformanceCreativity.Flexibility
PerformingForming
Fear.
Excitement.
Conflict Avoidance.Dependence on the leader
Storming
Reality sets inConflict.Frustration.Power struggles.Defensiveness
Adjourning
ExcitementSense of accomplishmentSeparation Anxiety.Dissatisfaction.Negativity
T L d R l
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Team Leaders Role
s Team leader facilitates cooperationnecessary for team to perform well
s Selects team members (maybe)
s Provides vision, sets direction/goalss Role model
s Resource for solving problems
s Delegates when appropriate
T L d R l
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Team Leaders Role
s
Helps get necessary resourcess Liaison
s Motivates
s
Balance between providing guidance and givingup control
s Recognizes that role will change throughout the
stages
s Doesnt have all the answers
T St t i
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Team Strategies
What can team leaders do to influence teamdevelopment?
s Determine current developmental stage
s Implement strategies for developing the team
and individual team members
St t i
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Forming StageStrategies
s
Focus on groundings Build a collaborative environment
s Ensure team has necessary skills
St t i
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Forming StageStrategies
s
Focus on groundingx Set clear team purpose and performance goals
discuss and agree
x Provide clear boundaries, including how to
know when youre done
x Define roles and responsibilities
x Clarify expectations
x
Define principles and valuesx Be a positive role model
x Hold effective meetings
S St t i
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Forming StageStrategies
s
Build a collaborative environmentx Common purpose
x Trust
x Clear roles
x Open communication
x Diversity
x Balance of tasks and relationships
F i S St t i
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Forming StageStrategies
s Team skills needed:
x Functional/technical
x
Interpersonalx Problem-solving
x Decision-making
s
Dont have to have the best and thebrightest
St i St St t i
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Storming Stage Strategies
s Focus on relationship-building and
consensus
s Understand and deal with conflicts
s Resolve conflicts
Storming Stage Strategies
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Storming Stage Strategies
s Focus on relationship-building and
consensus
x Focus on tasks and relationships, but pay
special attention to relationshipsx Provide guidance; make decisions to keep
team moving through the chaos
x Listen effectively and seek out all sides
x Give and invite feedback
x Reaffirm agreements
x Resolve conflicts
Storming Stage Strategies
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Storming Stage Strategies
s Understanding and dealing with conflict
x Conflict is natural and normal
x Mismatch of expectations or unintentional
miscommunicationx Doing a thorough job in the Forming stage will
prevent many conflicts.
x Change your way of thinking about conflict
Storming Stage Strategies
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Storming Stage Strategies
s Resolving conflicts
x Use open, collaborative dialog
x Resolve it in a timely and effective manner
x Acknowledge that the conflict exists
x Search for alternatives
x Gain common ground
x Seek to understand all anglesx Attack the issue, not each other
x Develop an action plan
Norming Stage Strategies
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Norming Stage Strategies
s Focus on shared decision-making and
problem-solving
s
Communicate
Norming Stage Strategies
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Norming Stage Strategies
s Focus on shared decision-making andproblem-solving
x Affirm team mission
x Be a cheerleader
x Celebrate successes
x Communicate openly and effectively so
everyone knows what to expect
x Listen to understandx Give feedback
Norming Stage Strategies
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Norming Stage Strategies
s Communicatex Aim to solve problems and achieve goals
x Deepen trust and respect
x
Share a common purposex Encourage and solicit input
x Invite disagreement
x Share responsibility for effective communication
Performing Stage Strategies
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Performing Stage Strategies
s
Focus on doingx Measure performance (against goals,
objectives, timelines, budgets, etc.) and display
metrics
x Remind team how far theyve comex Stay focused on customer needs
x Look for new ideas from other organizations
x
Continue to celebrate successesx Dont get complacent
Adjourning Strategies
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Adjourning Strategies
s Focus on moving on
x Hand off recommendations/results
x Discuss how to make the next team effort even
betterx Celebrate (if appropriate)
x See that the team is rewarded appropriately
x Thank members individually for their
contributions
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Thanks
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