2. Learning from previous session
What have you done differently?
What worked? Why?
What didn’t work? Why?
What impact has this change in your practice had? How do you know?

3. Unit overview
This unit will support you in getting to know your team and making constructive use of that knowledge by developing your understanding of:
the dynamics and motivations of a team
strategic delegation
leadership styles.

4. Why is this understanding so important?
‘In my view outstanding schools, outstanding leadership and outstanding teaching are built on the foundations of outstanding relationships.’ Mark Wilson, Head Teacher Robin Hood Primary School (judged outstanding 2011) ‘All leaders and managers ………base their actions on a deep and accurate understanding of the school’s performance and of staff and pupils’ skills and attributes.’ Ofsted School Inspection Handbook, January 2015

5. Getting to know your team: its motivations
Leading a team of people with different personalities is never easy!
What motivates them?
How do they respond to feedback?
Which tasks best suit them?
How can you find out?

6. David McClelland’s theory of Human Motivation
Based on Abraham Maslow’s theory of human needs published in the early 1940s.
Three dominant motivators:
- a need for achievement
- a need for affiliation
- a need for power.
People will have different characteristics depending on their dominant motivators.
Reflection point: how will you use this information to better motivate your team members in future?

7. Action points: I will….
Give regular feedback via to team members motivated by achievement.
Publicly recognise the achievements of members of my team motivated by power.
Ensure that members of my team who are motivated by affiliation are given team projects to work on.
Team Takeaway 1
Use the motivation theory as a team building exercise with your team in a team meeting, asking them to characterise themselves.

8. Getting to know your team: its dynamics
Team dynamics are created by the personalities within the team, the role each personality plays within that team and the environment in which the team works.
Dr Meredith Belbin defined a team role as ‘a tendency to behave, contribute and interrelate with others in a particular way’ and named nine such team roles that underlie team success.
Belbin's ‘team roles’ are based on observed behavior and interpersonal styles.
Nine team roles, categorised into three groups: Action Oriented, People Oriented, and Cerebral (Thought) Oriented.
Each team role is associated with typical behavioural and interpersonal strengths.
There are also defined characteristic weaknesses that tend to accompany each team role.
Characteristic weaknesses of team roles are ‘allowable’ weaknesses; as for any behavioural weakness, these are areas to be aware of and potentially improve.

9. Reflection
When a team is small, we might have to exploit some of our subsidiary characteristics in order to get certain jobs done. However, if we really don’t have a ‘completer finisher’, for example, we might have genuine difficulties finishing tasks.
What were the gaps in your team?
Did they affect team performance?
How might you fill any gaps in your team?
Team Takeaway 2
Complete the Team Roles activity with team members with a real scenario that needs to be addressed. The continuous development cycle handout is a useful model for structuring the discussion.

10. Getting to know your team: strategic delegation
Once you understand what motivates your team and the roles each member plays in it you can consider how to maximise team performance through effective delegation.
Middle leaders don’t need to do all the work themselves!
Delegate the tasks to team members most suited to undertake them.
Match skills sets with tasks.
Short term pain for long term gain!
Give your team the autonomy to make decisions.
Delegation is key to development of team members.
Discussion points
What are the advantages of effective delegation?
What information do middle leaders need to delegate effectively?

11. Using delegation to maximise team performance
Think of the numerous tasks that you do on a regular basis as a middle leader.
Identify one that you can delegate to another team member.
What are the benefits to the team member in terms of their professional development?
What are the benefits to your leadership development?
Team Takeaway 3
Using the information gathered about the dynamics of your team, the motivations and role of each member, delegate accountability for a task to a team member using handout 1.7 as a framework for effective delegation.

12. Leadership Styles
Mahatma Gandhi
Barack Obama

13. Margaret Thatcher
Alan Sugar

14. Martin Luther King Jr.
Steve Jobs

15. Leadership styles
Which leader or leadership style resonates with you and why?
Did you note down any of the words on the next slide?

16. Image from http://www. onehundredyearhorizons

17. Leadership styles
Leading your team effectively will depend on two main elements:
your own style and personality
the situation you are in.
Research carried out around leadership styles by Daniel Goleman shows that a limited number of behavioural patterns explain the majority of behaviours and therefore leadership styles.
Coercive/Commanding – getting immediate compliance from colleagues.
Authoritative/Visionary – creating a clear vision and encouraging everyone to buy into it.
Affiliative – maintaining harmony, fostering healthy relationships and communication.
Pacesetting – challenging by setting high performance standards.
Democratic – encouraging participation from colleagues and actively listening.
Coaching – developing colleagues professionally.

18. Key messages Styles are fit for purpose and are not hierarchical.
No right or wrong style – depends on the context.
Most effective leaders use all six style in different situations.
The styles provide a straightforward way of reflecting on leadership behaviours.
Develop your repertoire!
Reflection: referring back to the Team Roles activity (handout 1.3) discuss in groups which leadership styles would be the most and least effective in this scenario.

19. Reflecting on today’s session
What ideas have been new to you?
Was there anything in today’s session that you want to learn more about?
Was there anything in today’s session that worries or concerns you?
What key learning points will you take away from today’s session?
What actions will you take as a result of this session?
What longer term learning do you want to develop as a result of today’s session?
What will be your next steps?