This document explains about how to maximize leadership, the importance of team in a leadership, skills to be developed to be a good leader, and so on....

1. 1
Leadership in Teams:
Maximizing Success
Advanced Personal Knowledge
“…we would argue that effective leadership
processes represent perhaps the most critical
factor in the success of organizational teams”
(Zaccaro, Rittman & Marks, 2001, p. 452)

2. 2
Personal Knowledge
Learning Objectives
• Develop individual leadership
characteristics based on leadership
goals
• Help teams become more productive by
developing leadership strategies which
facilitate task completion
• Understand how individuals may adopt
transformational leadership within their
teams

3. 3
Conceptualizing Leadership
• Can you give an example of someone you
think is a good leader? Why?
• What are characteristics of good leaders?

4. 4
Leadership Defined
“Leadership is a process whereby an
individual influences a group of
individuals to achieve a common goal”
(Northouse, pg. 3, 2004)

5. 5
Leadership Defined, continued
During last 50 years, there have been over 65
different classification systems of leadership.
They differ in:
 Focus on individual leader versus the group and
its processes
 Focus on inherent styles/characteristics versus
behaviors or skills that can be learned
 Focus on “designated” versus “emergent”
leadership

6. 6
Brainstorming Activity
• Think about teams you have been on
in the past: were the leaders
designated or did they emerge? How
did well did the team work together?
Do you have a preference?

7. 7
What is the Leader’s goal?
Team Excellence*
Characteristics of Excellent Teams include:
 Clear, elevating goal
 Results-driven structure
 Competent team structure
 Unified commitment
 Collaborative climate
 Standards of excellence
 Principled leadership
 External support
* (Larson & LaFasto, 1989)

8. 8
Common Leadership
Responsibilities*
• Initiate the relationships/start the team
• Create and maintain communication
• Maintain relationships (internal and
external to the team)
• Use power to influence others and
reach mutual goals (position or
personal power)
• Provide a vision for achievement and
motivation

9. 9
How is Good Leadership
Exercised and Demonstrated?
• Personal Characteristics: “You’re a
born leader!”
• Skills and Knowledge: “You’re an
exceptional individual!”
• Behaviors: “You’re a skillful facilitator!”

10. 10
Personal Characteristics
associated with Leaders*
• Intelligence (complex problem solving
skills and social judgment skills)
• Self-confidence (self esteem and
assurance)
• Determination (initiative, drive,
proactive, perseverance)
• Ethical (can be trusted by others,
integrity)
• Social (friendly, outgoing, tactful)

11. 11
Skills and Abilities associated
with Leaders*
• Technical: knowledge about the team’s
specific tasks or activities (THINGS)
• Interpersonal: knowledge of how to
work with others and to help others
work with each other (PEOPLE)
• Conceptual: knowledge about ideas,
concepts, ability to hypothesize (IDEAS)
• (Optional) Test yourself: The
Leadership Skills Inventory
• *Katz (1955), Muford, Zacarro, Harding (2000)

12. 12
Leadership Behaviors*
• Focuses on the behaviors or style of the
leader (not just traits or characteristics)
• Two major types of behaviors:
 Task
 Relationship
• How can these behaviors be combined
by a leader to influence the team to
succeed??

13. 13
Task Behaviors
• Focus is on production: how the team
tasks are accomplished
• Involves paying attention to:
policy
development of new products
 making plans for the future

14. 14
Relationship Tasks
• Focus is the people on the team
• Behaviors include building trust,
commitment to the organization,
promoting the wellbeing of team
members, and establishing harmony on
the team

15. 15
4 Combinations of Task &
Relationship Styles
• High Task/High Relationship: “Team Management”-
work is accomplished by committed people with a
common stake in the process and outcome
• Low Task/Low Relationship: “Impoverished
Management”-leader in name only, uninvolved,
indifferent
• High Task/Low Relationship: “Authority/Compliance”-
benevolent dictator who acts as though people are
unconnected to the task
• Low Task/ High Relationship: “Social Club”-attention
to the needs of people creates comfortable, friendly
team environment, with relaxed work tempo

16. 16
Beyond Personality, Styles and
Tasks:
Transformational Leadership*
• Focus is on transforming individuals by
addressing values, ethics, long term goals
• Considers the “whole” person; helps them
reach their full potential
• Motivates team members to do much more
than is expected of them
• Promotes the common good over individual
self interest
*Burns (1978)

17. 17
Transformational Leaders:
• Are purposeful role models in terms of ethics
and values
• Can formulate a vision of the desired future
state of the organization or team WITH team
members
• Can understand and empower team
members
• Can act as change agents to initiate and
maintain team progress, create an inclusive,
creative, committed environment

18. 18
Transformational Leaders on
Teams
• Must be concerned with both team performance and
team development (tasks and relationships)
• Leadership behaviors can be shared by all members
of the team at various times; leadership is fluid and
based on the team needs at the time
• Tasks include: motivating members, identifying
tasks/problems, conflict resolution, matching team
tasks/goals to individual needs/competencies and
external requirements

19. 19
Why Transformational
Leadership?*
Studies have shown:
It increases organizational performance
It generates higher commitment to the task
from team members
It reduces employee stress and increases
well-being
Is it linked with customer satisfaction
*Epitropaki (2004)

20. 20
Taking the Skills Inventory*
• Leader-centered model that stresses
developing particular skills
 Luckily, skills are competencies that individuals
can learn or develop. You do not need to be born
with them.
• The skills approach provides an expansive
view of leadership: includes problem-solving
skills, social judgment skills, knowledge,
individual attributes…
• The Skills Inventory helps you understand
how leadership skills are measured, and what
your own skills might be.
*Northouse (2004)

21. 21
Leadership summary
• Being a leader is all-encompassing:
good leaders are also good teammates
• The role of “leader” may shift from
person-to-person as the task
necessitates
• The proper balance of task and
relationship behaviors must be present
for effective leadership

22. 22
Optional Slides
• Case Study Discussion
• Taking additional leadership
instruments

23. 23
What kind of Leader are you?
• In terms of characteristics:
 How many leader characteristics do you possess?
Ask for feedback confirmation from a team member.
• In terms of skills:
 Complete the Skills Inventory (Northouse, 2004)
• In terms of style:
 Complete the Style Questionnaire (Northouse,
2004)
• In terms of transformational leadership:
 Complete the Multifactor Leadership Questionnaire
(MLQ)

24. 24
Case Study
• Break into small groups and discuss the
following scenario from a:
 Leadership skill perspective
 Leadership style perspective
 Transformational leadership perspective
• Is one leadership approach more useful
than the others?
• How would a leader with YOUR
characteristics work with this situation?

25. 25
Leadership in Teams:
The Leader in You
Leadership on teams is a complex process
 Involves attention to completion of the task and
productivity of people
 Is a combination and reflection of you as a whole
person: intellect, emotion, spiritual, personality,
skills, and behaviors
 Involves communication, problem solving,
technical skills, awareness of the needs of the
team, external demands and expectations, and a
vision
 Everyone can be a leader and exemplify
leadership behaviors/attitudes

26. 26
References
• Blake R.R., & Mouton, J.S. (1985). The Managerial Grid III. Houston,
TX: Gulf.
• Burns, J.M. (1978). Leadership. New York: Harper & Row.
• Epitropaki, O. (2004). What is transformational leadership? From
http://www.shef.ac.uk/~iwp/publications/whatis/transformational.pdf
• Katz, R.L. (1955, Jan-Feb). Skills of an effective administrator. Harvard
Business Review.
• Kirkpatrick, S.A., & Locke, E.A. (1991). Leadership: Do traits matter?
The Executive, 5,48-60.
• Larson, C.E., & LaFasto, M.J. (1989). Teamwork: What must go right,
what can go wrong. Newberry Park, CA: Sage Publications.
• Mumford, M.D., Zaccaro. S. J., Connelly, M.S. & Marks, M.A. (2000).
Leadership skills: Conclusions and future directions. Leadership
Quarterly, 11(1), 155-170.
• Northouse, P.G. (2004). Leadership: Theory and practice. Thousand
Oaks, London: Sage Publications.
• Stodgill, R.M. (1974). Handbook of leadership: A survey of theory and
research. New York: Free Press.
• Zaccaro, Rittman, & Marks. (2001). Team leadership. Leadership
Quarterly, 12(4), 451-483.