1. John Potter Plymouth Business School University of Plymouth Leadership in action Session 5

2.  A reminderof the three levels of leadership ◦ Team, operational and strategic  In this module we will consider some of the important aspects of team leadership, the basic building block of organisational leadership  The concept of the social episode – what Joseph Forgas had to say about people working together  The social episode is that unit of social behaviour whereby a group of people engage in a shared experience which may or may not have a specifically desired outcome.

3.  Balanced roles  Clear objectives and agreed goals  Openness and confrontation  Support and trust  Co-operation and conflict  Sound operating procedures  Appropriate leadership  Regular review  Developing individuals  Sound inter-group relations  Good communications.

4.  It’s all about performance  Urgency and skill  The kick-off and basic rules of engagement  Quick wins and continually challenge  Time and positive feedback.

5.  A team seems to pass through several stages during its development and the basic stages are often shown as follows:  1. FORMING  2.STORMING  3.NORMING  4.PERFORMING  In addition, with project teams there may be some additional phases:  REFORMING - when a new member joins the team  ADJOURNING/MOURNING - when the team disbands  The team leader plays an important role in promoting the development of the team through these stages.

6.  Establish urgency, demanding performance standards and direction  Select members for skill and skill potential, not personality  Pay particular attention to first meetings and actions, initial impressions always mean a great deal.  Set some clear rules of behaviour  Set and seize upon a few immediate performance-oriented tasks and goals  Challenge the group regularly with fresh facts and information  Spend lots of time together  Exploit the power of positive feedback, recognition and rewards

7.  the PLANT role  the RESOURCE INVESTIGATOR role  the CO-ORDINATOR role  the SHAPER role  the MONITOR-EVALUATOR role  the TEAMWORKER role  the IMPLEMENTER role  the COMPLETER FINISHER role  the SPECIALIST role

8.  A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable. It is more that just a group of people  Commonsense findings about team  Uncommonsense findings about teams

9. The four key factors: Common commitment and purpose Performance goals Complementary skills Mutual accountability Types of team: Teams that recommend things Teams that make or do things Teams that run things

10.  Teams don’t always perform to a high performance level  Senior management teams are particularly prone to ineffective performance levels due to the ambiguity of their work  This somewhat negative perception of the ‘top team’ should not undermine team performance at lower levels of the hierarchy.  Lencioni proposes five levels of team operation which much be addressed with a dysfunctional team

11. Avoidance of Accountability Inattention To Results Lack of Commitment Fear of conflict Absence of Trust Status and Ego Low Standards Ambiguity Artificial Harmony Invulnerability

12.  A team may often be considered as a business enterprise on its own  As such the importance of mission, vision and values becomes important

13.  We can see that effective team performance is very dependent on the level of trust both within the team and between the team and its leader.  One way of considering trust is to consider three factors regarding the perception of the leader by the team members  These factors are ambition, competence and integrity.

14.  Belbin, M. (1981) Management Teams why they Succeed or Fail. Oxford.  Belbin, M. (1993) Team Roles at Work. Oxford 1993  Belbin, M. (1981) Team Roles at Work Butterworth Heinemann.  Leigh, A.,Maynard, M. (2001) Leading your team. Nicholas Brealey  Lencioni, P. (2002) The Five Dysfunctions of a Team. Jossey- Bass.  Katzenback, J. and Smith, D. (1993) The Wisdom of Teams Harvard Business School Press.

15. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author John Potter InstituteUniversity of Plymouth Title Effective team leadership Description Date Created 22/02/11 Educational Level Level 5 Keywords Learning from Woerk WBL Work Based Learning CPD Continuous Professional Development Leadership Elearning Creative Commons License CC-BY-NC-SA Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved