1. Team Leaders Lesson 4 Team leaders are selected by management to act as a guide and encourager for the team, provide direction and develop an environment where members can operate in an atmosphere of mutual trust and support.

2. Team Leaders  In the initial stages, the leader needs to be more task- focused by assisting members in their understanding of the requirements of the project  As the team progresses and members become a more cohesive unit with increased levels of trust, the role of the team leader tends to become more relationship focused, where the leader adopts a supervisory role, ensuring that everyone feels part of the team.

3. Team Leaders The leader will also be responsible for monitoring the progress of the project against the set plan, and reporting back to management. Other areas to be monitored include: ■ timeframes ■ the cohesiveness of the unit ■ the quality and volume of work being completed ■ costs and expenditures compared to original budget.

4. Team Leaders A leader’s knowledge of team members assists in identifying external or internal issues that are affecting a particular member’s performance. Other skills required by a team leader include:  arranging training required for the project team members  motivating and inspiring team members to perform  setting clear expectations of members’ performances and reviews  seeking feedback on their own performance as leader  encouraging members to resolve their own conflict when it arises  working collaboratively with members to improve their performance  giving credit where it is due

5. Team Leaders Leadership styles  Bureaucratic leaders lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk, for example, chemical plants and cash-handling.  Autocratic leaders have complete power. They are demanding, dictatorial, often make negative statements and take credit for results. They engender feelings of low morale among staff.

6. Team Leaders Democratic leaders, while they still make the final decision, will invite input from others who will be affected by the decision. While it takes more time, it also creates a feeling of cooperation and participation within the organisation, provided that the feedback is incorporated into the final outcome. Laissez-faire leaders allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to workn independently, while at the same time monitoring their progress. Charismatic leaders are very high-powered and energy driven, and inject great enthusiasm into their teams. There is a belief that these leaders believe more in themselves than in others. Associated with these leaders is the risk that unless they commit long-term, the project may fail.

7. Team Leaders In Class Discussion (what do we think) Leaders can make or break a team

8. Questions – BSBWOR203A 2.1  Page 341 Q1, Q3 and Q5