1. Leadership and Team building
Dr. Kithsiri Edirisinghe
MBBS , MSc, MD (Medical Administration)
Master trainer (Australia)
TAFE (Australia)
Cert. IVLP (USA)

2. 1. Leadership

3. Leadership

4. What is leadership? Leading people Influencing people
Commanding people
Guiding people

5. Types of Leaders Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things

6. Managers vs. Leaders Managers Focus on things Do things right Plan
Organize
Direct
Control
Follows the rules
Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

7. Common Activities
Planning
Organizing
Directing
Controlling

8. Planning Manager Planning Budgeting Sets targets
Establishes detailed steps
Allocates resources
Leader
Devises strategy
Sets direction
Creates vision

9. Organizing Manager Creates structure Leader Job descriptions
Staffing
Hierarchy
Delegates
Training
Leader
Gets people on board for strategy
Communication
Networks

10. Directing Work Leader Manager Empowers people Solves problems
Cheerleader
Manager
Solves problems
Negotiates
Brings to consensus

11. Controlling Manager Implements control systems Leader Motivate
Performance measures
Identifies variances
Fixes variances
Leader
Motivate
Inspire
Gives sense of accomplishment

12. Leadership Traits Intelligence Physical Personality
More intelligent than non-leaders
Scholarship
Knowledge
Being able to get things done
Physical
Doesn’t see to be correlated
Personality
Verbal facility
Honesty
Initiative
Aggressive
Self-confident
Ambitious
Originality
Sociability
Adaptability

13. Leadership Styles Delegating Participating Selling Telling
Low relationship/ low task
Responsibility
Willing employees
Participating
High relationship/ low task
Facilitate decisions
Able but unwilling
Selling
High task/high relationship
Explain decisions
Willing but unable
Telling
High Task/Low relationship
Provide instruction
Closely supervise

14. New Leaders Take Note Challenges General Advice Need knowledge quickly
Establish new relationships
Expectations
Personal equilibrium
General Advice
Take advantage of the transition period
Get advice and counsel
Show empathy to predecessor
Learn leadership

15. New Leader Traps Not learning quickly Isolation
Know-it-all
Keeping existing team
Taking on too much
Captured by wrong people
Successor syndrome

16. Seven Basic Principles
Have two to three years to make measurable financial and cultural progress
Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities
Balance intense focus on priorities with flexibility on implementation….

17. Seven Basic Principles, con’t
Decide about new organization architecture
Build personal credibility and momentum
Earn right to transform entity
Remember there is no “one” way to manage a transition

18. Core Tasks Create Momentum
Master technologies of learning, visioning, and coalition building
Manage oneself

19. Create Momentum Learn and know about company Securing early wins
First set short term goals
When achieved make a big deal
Should fit long term strategy
Foundation for change
Vision of how the organization will look
Build political base to support change
Modify culture to fit vision

20. Create Momentum Build credibility Demanding but can be satisfied
Accessible but not too familiar
Focused but flexible
Active
Can make tough calls but humane

21. Master Technologies Learn from internal and external sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!

22. Enabling Technologies, con’t
Coalition building
Don’t ignore politics
Technical change not enough
Political management isn’t same as being political
Prevent blocking coalitions
Build political capital

23. Manage Oneself Be self-aware Define your leadership style
Get advice and counsel
Advice is from expert to leader
Counsel is insight
Types of help
Technical
Political
Personal
Advisor traits
Competent
Trustworthy
Enhance your status

24. How Far Can You Go?

25. Collaboration Through Team Building Specialist
A Module of Purdue University’s LeadingEdge Program

26. Collaboration Through Team Building
Session Objectives:
Identify and understand teams and how they function.
Demonstrate the skills necessary for the development of an
effective team.

27. Collaboration Through Team Building
Survival Run Video
Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.

28. The Most Effective Teams:
Collaboration Through Team Building
The Most Effective Teams:
Share information openly
Participate in the team’s task
Encourage each other
Use all of the team’s resources

29. Collaboration Through Team Building
Activity:
Complete the Self-Awareness Assessment.
Write down 05 good things
05 bad things you experienced in a team

30. Collaboration Through Team Building
When groups are formed into teams:
Roles and interactions are not established.
Some members may observe as they attempt to determine
what’s expected of them.
Others engage the team process immediately.
As members learn their roles they find ways to work
together and learn about team issues.
These processes occur in 4 stages.

31. Collaboration Through Team Building
Stage One - Forming
Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members.
This is also the period in which members form opinions of their teammates.
During this stage, productivity is low.

32. Collaboration Through Team Building
Forming – Enhance Team Development by:
Share responsibility
Encourage open dialogue
Provide structure
Direct team issues
Develop a climate of trust and respect.

33. Collaboration Through Team Building
Stage two - Storming
Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making.
This is the most critical stage for the team.

34. Collaboration Through Team Building
Storming - Enhance Team Development by:
Joint problem solving.
Norms for different points of view.
Decision-making procedures.
Encourage two-way communication.
Support collaborative team efforts.

35. Collaboration Through Team Building
Stage three -Norming
Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences.
Functional relationships are developed resulting in the evolution of trust among members.

36. Collaboration Through Team Building
Norming - Enhance Team Development by:
Communicate frequently and openly about concerns.
Encourage members to manage the team process.
Give positive and constructive feedback.
Support consensus decision-making efforts.
Delegate to team members as much as possible.

37. Collaboration Through Team Building
Stage four -Performing
The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves.
Communication is open and supportive. Members interact with without fear of rejection.
Leadership is participative and shared. Different viewpoints and information is shared openly.
Conflict is now viewed as a catalyst that generates creativity in the problem-solving process.

38. Collaboration Through Team Building
Performing - Enhance Team Development by:
Offer feedback when requested.
Support new ideas and ways for achieving outcomes.
Encourage ongoing self-assessment.
Develop team members to their fullest potential.
Look for ways to increase the team’s capacity.

39. Collaboration Through Team Building
REMEMBER!!!
Any change in the composition of the team or its
leadership will return the team to the forming stage.

40. Collaboration Through Team Building
The most effective teams arrive at decisions through consensus by following a rational process that includes:
Identifying the issue.
Setting a specific objective.
Gathering and analyzing the facts.
Developing alternatives.
Evaluating the alternatives.
Deciding and acting.

41. Collaboration Through Team Building
In addition to the problem solving process, teams must also
engage in interpersonal interaction.
Decisions are made and objectives are achieved not only
by effectively following the problem solving process, but
also to the extent that team members share information in
an open, candid, honest, and trustful manner.

42. Collaboration Through Team Building
Activity:
“Hurricane Disaster” - problem solving and team building exercise.

43. Collaboration Through Team Building
Problem Solving Process
Identifying the issue.
Setting a specific objective.
Gathering and analyzing the facts.
Developing alternatives.
Evaluating the alternatives.
Deciding and acting.

44. Collaboration Through Team Building
“Hurricane Disaster” Activity - Five essential strategies:
1. Issue an evacuation order and ensure it is communicated
throughout the entire community using all available resources.
2. Order that all designated emergency shelters be opened and
manned.
3. Instruct all public safety units to aid in an orderly evacuation
and in assisting those who cannot be evacuated to be transported
to the designated emergency shelters.

45. Collaboration Through Team Building
“Hurricane Disaster Activity” - Five essential strategies:
4. Arrange for controlled access to evacuated areas and prepare
to prevent looting.
5. Plan for the return of the evacuees after the hurricane danger
is over: including shelter and relocation, damage assessment,
and recovery operations.

46. Collaboration Through Team Building
In Review:
Differences between groups and teams.
4 Stages of team development and ways to enhance team development.
Team problem solving process.
Experienced the team building and problem solving processes.

47. There are Many Types of Teams
Examples of Teams:
Athletic Team – people working together to win a game
Natural Work Group – people working together every day in same office with similar processes and equipment
Business Team – cross-functional team overseeing a specific product line or customer segment
Improvement Team – ad hoc team with responsibility for improving an existing process
Healthcare Team – several healthcare professionals working closely together for the benefit of a patient or group of patients

48. Quality and Acceptance
When to use a team?
Quality and Acceptance
Low Quality/ Low acceptance
Flip a coin
High Quality/ Low acceptance
Ask an Expert
Low Quality/ High Acceptance
Group decision
High Quality/ High acceptance
Team Consensus

49. Understanding group behavior
Group Content - what is being said, the words, the discussion
Group Process - how the group works, methods, ways of making decisions, how people participate

50. Aspects of Group Process: Communication
Who talks to whom?
Who interrupts and how is it handled?
How are quiet members treated?
High and low participators? Shifts in participation levels?
Do people look at each other when they talk?
How are new members treated?

51. Aspects of Group Process: Decision -making
What process does the group use to make decisions?
Is the process agreed upon by everyone?
Does the process change as group proceeds?
Does anyone make a decision and carry it out without agreement from the others?
Is there evidence of a majority pushing a decision
Are minority opinions heard?

52. Aspects of Group Process: Problem-solving
Does the group take time to understand the problem?
Is the problem well articulated?
Is there time for brainstorming creative solutions?
Can the group move to from problem identification, identifying possible solutions, to selecting solutions and implementation?

53. Group Problem Solving IDENTIFY PROBLEM Involve people Generate ideas
Presentation
Listen for common
Themes
Organize ideas
Evaluate alternatives
Manage conflict
Details/Finish
Motivate
Monitor progress
Find resources
Get information
Assign responsibilities
Develop plan

54. Recognizing Dysfunctional Behavior
Blocking
Aggression
Dominating
Withdrawing
Out of field behavior

55. Team Roles: Task Initiating Seeking and Giving Information Clarifying
Summarizing
Consensus Taking
Accountability

56. Team Roles: Relationships
Communication Gatekeeping
Encouraging
Resolving Conflict
Acknowledging Feelings
Setting Standards/Norms
Openness

57. Attitudes for Effective Teamwork
Appreciation for value of team decisions
Respect for team members
Mutual trust
Openness to feedback
Reflection on group process and interest in improving
Shared vision

58. Team Exercise Instructions for Observers Instructions for Team members
Scoring, Team members and Observer comments
Discussion

59. What are Characteristics of Effective Teams?
Members have a clear goal
The focus is on achieving results
There is a plan for achieving the goal
Members have clear roles
Members are committed to the goal
Members are competent
They achieve decisions through consensus
There is diversity among team members
Members have effective interpersonal skills
They know each other well and have good relationships

60. More Characteristics
Each member feels empowered to act, speak up, offer ideas
Each member has a high standard of excellence
An informal climate and easiness exists among members
The team has the support of management
The team is open to new ideas
There is periodic self-assessment
There is shared leadership of the team
The team is a relatively small size
There is recognition of team member accomplishments
There are sufficient resources to support the team work

61. Effective Team-Building Takes Time
There must be frequent and prolonged contact
Team members come together around a specific goal or project
Effective teams go through four stages of team development

62. What are the Four Stages of Team Development?
Forming
Storming
Norming
Performing
Every effective team goes through these life cycle stages

63. Forming
Team members are introduced and begin getting to know each other
Goals and tasks are established
Generally polite behavior among members
Norms are not understood

64. Storming
Members are sizing each other up and may feel more comfortable and voice their views
Members may compete for team roles
May argue about goals or how they should be accomplished
May choose sides against other members

65. Norming
Once issues are resolved, agreement occurs around team norms and expectations
Trust and common interests are developing
Roles and objectives are clarified and understood

66. Performing Members make contributions and are motivated by results
Leadership is shared according to members’ knowledge and skills
Norms and culture are well understood
Tasks get accomplished effectively and efficiently

67. References
Thiagarajan, S. and Parker, G. (1999). Teamwork and Teamplay. San Francisco: Jossey-Bass/Pfeiffer.
Dean, P., LaVallee, R., & McLaughlin, C. (1999). Teams at the core of continuous learning in McLaughlin, & Kaluzny, A. (eds.) Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications, 147 – 168.

68. Games