1. Team Leaders
Lesson 4
Team leaders are selected by management to
act as a guide and encourager for the team,
provide direction and develop an environment
where members can operate in an atmosphere
of mutual trust and support.
2. Team Leaders
In the initial stages, the leader needs to be more task-
focused by assisting members in their understanding
of the requirements of the project
As the team progresses and members become a more
cohesive unit with increased levels of trust, the role
of the team leader tends to become more relationship
focused, where the leader adopts a supervisory role,
ensuring that everyone feels part of the team.
3. Team Leaders
The leader will also be responsible for monitoring the
progress of the project against the set plan, and
reporting back to management. Other areas to be
monitored include:
■ timeframes
■ the cohesiveness of the unit
■ the quality and volume of work being completed
■ costs and expenditures compared to original budget.
4. Team Leaders
A leader’s knowledge of team members assists in identifying
external or internal issues that are affecting a particular
member’s performance. Other skills required by a team leader
include:
arranging training required for the project team members
motivating and inspiring team members to perform
setting clear expectations of members’ performances and
reviews
seeking feedback on their own performance as leader
encouraging members to resolve their own conflict when it
arises
working collaboratively with members to improve their
performance
giving credit where it is due
5. Team Leaders
Leadership styles
Bureaucratic leaders lead ‘by the book’, ensuring that their
staff follow set procedures exactly. This style is appropriate
when dealing in areas of great risk, for example, chemical
plants and cash-handling.
Autocratic leaders have complete power. They are
demanding, dictatorial, often make negative statements and
take credit for results. They engender feelings of low morale
among staff.
6. Team Leaders
Democratic leaders, while they still make the final decision, will invite input from
others who will be affected by the decision. While it takes more time, it also creates a
feeling of cooperation and participation within the organisation, provided that the
feedback is incorporated into the final outcome.
Laissez-faire leaders allow people to get on with their work. There are varying
degrees of this style, from failing to lead at all, to empowering teams to workn
independently, while at the same time monitoring their progress.
Charismatic leaders are very high-powered and energy driven, and inject great
enthusiasm into their teams. There is a belief that these leaders believe more in
themselves than in others. Associated with these leaders is the risk that unless they
commit long-term, the project may fail.
