1. Chapter 11 1 MOTIVATION, LEADERSHIP, AND TEAMS

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

3. 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. 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. 5 TALK IT OUT What motivates you at work or at school?

6. 6 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. 7 MOTIVATION  McClelland’s Theory of Needs Achievement Power Affiliation  Victor Vroom’s Expectancy Theory Behavior based on outcome

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

9. 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. 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. 11 TALK IT OUT If the room was on fire, how would each type of leader direct his or her employees?

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

13. 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. 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. 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. 16 TEAMS AND PERFORMANCE Stages of Team Development FORMING STORMING NORMINGPERFORMING ADJOURNING

17. 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. 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. 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. 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. 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. 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. 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. 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. 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