Kumpulan 6

1. Team Leadership
Mohd Rizal MPP203018
Nor Amirah MPP213002
Mohammad Faiz MPP212011
Nur Najihah Najwa PPP213067
Muhammad Ridhwan MKA203017

3. Hill’s Team Leadership Model

5. 5

7. 7
No matter what you are
trying to do, TEAMS are
the most effective way
to get the job done.
TEAMS

8. Advantages Disadvantages

10. Organization’s Roles

11. 11
Post Activity Reviews and Dialogue Sessions
facilitate team learning by: Retrospectives view
1. Knowledge-sharing tool which bring together the
team that is closest to the activity or project, when a
critical milestone has been reached, to discuss
successes and failures in an open and honest fashion
2. Those dialogue sessions are not critique or
complaint sessions. They are intended to maximize
experience by allowing everyone to learn from each
other.
What was supposed to happen?
What actually happened? Why
were there differences?
What worked? What didn’t? Why?
What would you do differently next
time?
Olivier Serrat (2008), has suggested three question that can be used in the session

12. 12
1 2 3
Post Activity Reviews and Dialogue Sessions
facilitate team learning by:

13. 13
Cross-functional
team
02
Functional Team
01
Need for
Traditional
Leadership
Self-managed team
03 Need for
Team
Leadership
Type of Teams

14. 14
Functional Teams
Groups of a line manager
and 5 to 12 employees, all
from the same department,
who meet for a few hours
each week to discuss
ways of improving quality,
efficiency, and the work
environment.
Sometimes
referred to as
Problem Solving
Teams

15. 15
Functional Teams
Accounting Marketing Human
resources
Finance
Ketua Panitia
Sejarah
Ketua Panitia
Sains
Ketua Panitia
Bahasa Melayu
Ketua Panitia
Matematik
For example:
Or:
Old-Functional Diagram

16. 16
Cross-Functional Teams
Some members
can be from
outside the
organization
Employees from
about the same
hierarchical level,
but from different
work areas, who
come together to
accomplish a task or
project
Integration of different teams to
achieve the organization’s goal and
realize the full potential of the
individual and the team

17. 17
Cross-Functional Teams
Each members can offer their
own perspective, leading to a
more “out of the box” solution
They make them combine and
require each team member to
expand beyond their area of
expertise.
The beauty of cross-functional teams, and one reason they’re so often seen
in agile environments, is that they are flexible and able to adapt swiftly to
change and move forward their goals

18. 18
Functional Teams Vs Cross-Functional Teams

19. 19
Functional Teams Vs Cross-Functional Teams

20. 20
Self-Managed Teams
from different departments
who take on
responsibilities of their
former supervisors to
manage the team and
achieve its goals
Groups of 10 to
15 people,

21. 21
Self-Managed Teams
is a small group of employees
who take full responsibility for
delivering a service or product
through peer collaboration
without a manager’s guidance
This team often works
together long-term to make
decisions about a particular
process.
These teams may be
measured either by output or
outcome, with outcome being
the better choice.

22. 22
Cross functional teams Vs Self-Managed Teams
self-managed team
selects its own
members
members then
evaluate each
other’s
performances
Members of cross-
functional teams are
selected according to the
goal at hand
The evaluation was based
on their teams
achievement or project
Both teams are designed to
give the members
responsibility of the direction
of any project assigned to
them.
Similarities
Differences

23. 23
Self-Managed Teams
Organizational
Structure
Assessment Characteristic
1. Serving one functional area at a time
2. maintaining and developing the expertise
within functional team
1
Functional Team
1. Serving several functional area at a time
2. putting the team together based mainly on
existing capability and then delivering the
performance objectives of their project
2
Cross-Functional Teams
1. Serving several functional area at a time
2. Working on their own goal and each
members have the authority.
3
Self-managed teams
Pyramid
Structure,
Leader on Top
Circular
structure
leader in
centre
Individual
achievement
Team product,
team
achievement
Everyone lead
themselves
towards their
team’s goal
Focus on
input-output

24. 24
Technical expertise
Problem-solving and
decision-making skills
Interpersonal skills
Skill Set Required of a
High Performance Team

25. 25
Each of members has the abilities and
knowledge needed to perform specific
tasks
Technical expertise
Big Data Analysis
Coding and Programming
Project Management
Social Media Management & Digital Marketing
Technical Writing
High performance team will be fully used
their expertise towards their goal
For example:

26. 26
Problem-solving and
decision-making skills
Decision-making-skills: Decisions can
be made through either an intuitive or
reasoned process, or a combination
of the two.
Intuition is using your ‘gut feeling’
about possible courses of action. Past
experience will in making decision.
Reasoning is using the facts and
figures in front of you to make
decisions.
The Concise Oxford Dictionary (1995)
defines a problem as:
“A doubtful or difficult matter
requiring a solution”
All problems have two features in
common: goals and barriers.
Stage of problem-solving and decision-making skills
1. Problem Identification
2. Structuring the problem
3. Listing possible solution
4. Making decision
5. Implementation and feedback

27. 27
Interpersonal skill
Communication Skills Conflict resolution
Emotional intelligence
Negotiation-persuasion-influencing skills
Team working
For example:
Interpersonal skills are
sometimes referred to as social
skills, people skills, soft skills, or
life skills.
“The skills you need and use to communicate and
interact with other people.”

28. 28
2. The creation of valuable, useful new products, services, ideas,
procedures, or processes by individuals working together in a complex
social system
Team Creativity
1. The process of generating new ideas, products, processes, or
services
3. High use of creativity
○ More valuable than great financial resource
○ Organizations survive and thrive
○ Important for Self-Managed Teams
Creativity—the joint novelty and
usefulness of ideas regarding
products, processes, and services

29. Adequate
resources
Support climate
and culture
Flexibility
Recognition
and reward
4 Organizational Practices
that Support Team
Creativity
by providing teams:

30. 30
Four
Team Leader
Practices that
Support
Creativity
Members matched
Protection against “Creativity
Blockers”
Adequate time and money
Autonomy for members

31. 31
● Functional fixedness
● Lack of technical expertise
● High levels of technical expertise and
experience
● Evaluation of ideas (Creative people
don’t like to have their ideas and
creations evaluated)
● Extrinsic motivators
● Lack of autonomy and control
Blocks to Creativity

32. 32
● Brainstorming
● Analogies (Seeing one thing as something
else)
● Encouragement by leaders
○ Reward success
○ Never punish failure
● Form diverse problem-solving groups
● Ensure the proper level of technical
expertise in problem-solving groups
Steps to Improve Creativity

33. 33
How to Lead Creative Followers
Use high participation in setting
goals
1
Recognize that creativity is
evolutionary, not revolutionary
4
Reduce time pressure
2
Consider monetary as well as non-
monetary rewards
3

34. 34
How to Lead Creative Followers
Consider monetary as well as
non-monetary rewards
3
Monetary
rewards
Non
monetary
rewards

35. 35
● Advantages
○ Improved decision quality
○ Shared responsibility
○ Better understanding of
nature of problem
○ Higher commitment
Team Decision Making
● Disadvantages
○ Time consuming
○ At times leader can make
more relevant and informed
decision
○ May be:
■ Self serving bias
■ Contrary to
organization’s interest
Team decision making is a type of participatory process in which multiple individuals
acting collectively, analyze problems or situations, consider and evaluate alternative
courses of action, and select solution(s) among the alternatives.

36. 36
5 Determinants of Effective Team Decisions
4
3
2 5
1

37. 37
● Traditional Approach
○ Ignore personal feeling
○ Seek opinions
○ Get agreement
○ Make final decisions
○ Stay in control
○ Stop disruptions
○ Be rational
Leader’s Role in Group Discussions

38. 38
● Group-Centered Approach
○ Listen attentively
○ Watch for nonverbal cues
○ Be aware of members’:
■ Feelings
■ Needs
○ Relinquish control
○ Allow group to make final
decisions
○ Set behavioral example
(Consultant, Advisor, Teacher,
Facilitator)
Leader’s Role in Group Discussions

39. 39
Content:-

40. 40
3 Parts of Meetings

41. 41
Meetings are a fact of organizational life

42. 42
To Have a Successful Meeting

43. 43
To Have a Successful Meeting contd.

44. 44
To Have a Successful Meeting contd.

45. Conclusion

46. Thank you!