1. MOTIVATION, LEADERSHIP, AND TEAMS
Chapter 11
MOTIVATION, LEADERSHIP, AND TEAMS

2. “The price of greatness is responsibility.”
Sir Winston Churchill

3. OBJECTIVES Describe what motivates team players
Identify the characteristics of effective leadership
Identify leadership styles
Describe ways to develop leadership skills
Define a team and its function
Identify the characteristics of team players
Describe the elements of successful presentations and meetings

4. MOTIVATION
Motivation: an internal drive that causes people to behave in a certain way to meet a need
Motivation comes from within
There are several factors that contribute to motivation (not just monetary)

5. What motivates you at work or at school?
TALK IT OUT
What motivates you at work or at school?

6. Maslow in the Workplace
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills
Figure 11-1

7. MOTIVATION McClelland’s Theory of Needs
Achievement
Power
Affiliation
Victor Vroom’s Expectancy Theory
Behavior based on outcome

8. MOTIVATION Only you can motivate you When having an nonproductive day
Others can only provide a motivating environment
When having an nonproductive day
Use self-talk and your goals to get back on track

9. LEADERSHIP
Leadership: the process of one person guiding (influencing) one or more individuals toward a specific goal
We are all leaders
Leaders are not just managers and supervisors
Not all bosses are leaders

10. LEADERSHIP
Primary leadership styles:
Autocratic leaders: authoritarian, they make decisions on their own Democratic leaders: make decisions based upon input from others
Laissez-faire leaders: allow team members to make their own decisions without input from the leader

11. TALK IT OUT
If the room was on fire, how would each type of leader direct his or her employees?

12. LEADERSHIP
Effective leaders display characteristics that make them stand out
Work well with others
Trustworthy
Ethical
Focused
Visionaries
Excellent communication

13. BECOMING A LEADER Be prepared to lead
Learn new skills
Join committees
Train
Attend workshops
Volunteer to serve on a team
Get involved in community activities

14. TEAMS AND PERFORMANCE
Synergy-two or more individuals working together toward a specific effort
Teams-a group of people linked to a common purpose
In a team setting, members share accountability and responsibility

15. TEAMS AND PERFORMANCE Types of Teams
Formal: developed within the formal organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together outside the formal structure
Virtual teams: function through electronic means

16. TEAMS AND PERFORMANCE Stages of Team Development
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

17. TEAMS AND PERFORMANCE Stages of Team Development
Forming stage: getting to know and form initial opinions about team members
Storming stage: some team members begin to have conflict with each other
Norming stage: team members accept each other and overcome the conflict
Performing stage: team works on task
Adjourning stage: team completes task and brings closure to the project

18. CHARACTERISTICS OF A TEAM MEMBER
Know team goals and objectives
Every activity should contribute to team goals and objectives
Team member characteristics:
Trustworthy
Performer
Efficient
Communicator

19. CHARACTERISTICS OF A TEAM MEMBER
Brainstorming: a problem-solving method that involves identifying alternatives that allow members to freely add ideas while other members withhold comments on the alternatives

20. CHARACTERISTICS OF A GOOD TEAM MEMBER - Teams & Conflict
Do not make assumptions
If you disagree with the team, voice your opinion and state why
If the team decides to go in a direction other than what you wanted, respect and support the team’s decision

21. CHARACTERISTICS OF A TEAM MEMBER - The Problem Member
Trust as a foundation
Do not dump work on others
Work around a lazy team member
Team will eventually dismiss a poor performer
Address performance issues in a respectful and diplomatic manner

22. MEETINGS
A meeting is a common form of team interaction and workplace communication
Types of meetings:
Informational
Discussion driven
Decisional
Combination
Formal or informal

23. MEETINGS
Meeting agenda: an outline of major topics and activities that are scheduled to be addressed during a meeting
Normally distributed to all attendees prior to the meeting
Read agenda prior to meeting
Notify person in charge of meeting if you would like item placed on agenda
If you are presenting, plan ahead and prepare handouts for each attendee if necessary

24. MEETINGS Face-to-face meetings
Most common
Arrive early
Do not sit at head of table unless invited
Meeting Chair: individual in charge of meeting
Roberts Rules of Order: a guide to running meetings (also called Parliamentary Procedure)

25. TEAM PRESENATIONS Steps to successful team presentations:
Agree on the presentation goal
Create a presentation outline
Discuss and agree upon verbal, visual, and support content
Each member needs to take responsibility and be accountable to each other
Each member must communicate, share duties, and behave in a respectful and professional manner