A leader is the sailor for any business success or failure.

1. Team Work
An Essential Leadership Skill

3. Course outline
 Leadership
>Leaders v/s Managers
> Theories of Leadership
> Qualities of a good leader
>Leadership Issues
 Team Building
> Group dynamics & Group Develop.
> Teams: Influence of team at the work place
>Methods to develop effective teams

4.  Definition: Leadership
 Leadership is the art of motivating a group of people to
act towards achieving a common goal.
 A leader is a person who
influences a group of people
towards the achievement of a goal.

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Leadership
 Leadership can be viewed as a dynamic
process, which involves a number of
combined factors and phenomena, and
the outcomes of effective leadership are
behaviours and achievements that are in
line with the vision and strategies of the
organisation

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Leadership variables
 There are five main variables that can
influence leadership behaviour:
1. The tasks and goal of the organisation
2. The leader’s knowledge, skills & attitudes
3. The followers skills, attitudes & motivation
4. The context or situation
5. The resources available

7. Leaders & Managers
 Leadership is a function above management
 A good manager is well organized and works
efficiently
 Leaders agitate for change and new approaches,
managers advocate stability and the status quo
 But a good leader together with the above, is
someone who encourages others to do better
 Leadership is one of the most important issues and is
quite scarce in the organization.

8. Theories of Leadership
1. Contemporary Theories:
a. Attribution Theory:
It is based on the concept of cause
and effect relationship. Leaders are characterise
as having a number of traits: intelligence,
outgoing personality, strong verbal skills,
aggressiveness & understanding.
 A good leader is considered to be someone who
pays high attention to production/tasks as well as
people/relationship, irrespective of situation

9. Cont.
b. Charismatic Theory
 Charismatic leaders possess certain personal
qualities that they use to exercise profound and
extraordinary impact upon their follower.
 These are: Ability to command respect, inspire
pride and faith
 They have a strong sense of mission and purpose
and are able to articulate a clear vision to their
followers

10. Cont.
c. Transactional & Transformational Leadership
 Transactional leader uses position power and
the followers are motivated by self-interests
 Transformational Leadership is more strongly
correlated to lower turnover rates, higher
productivity and higher employee satisfaction

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Theories of Leadership
2. Style theories:
a. Autocratic style
b. Democratic style
c. Laissez faire style

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Cont.
3. Contingency Theories
These theories take a more contextual view
and focus on the importance of situation in
which leadership is exercised.
They are based on the belief that there is no
single style of leadership appropriate to all
situations

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Cont.
a. The contingency theory (Fielder’s) of
leadership takes into account both the
leader’s personality and the complexities
of situation. The following are
encouraged:
> Good leader-member relations, high task
structure and high position power

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Cont.
b. Contingency theory (Path-goal): The
leadership style is adapted to the
characteristics of the followers and the
environment in which they are employed
c. Situational Theory: It suggests that leader
behaviour needs to be adjusted to the
maturity level of the followers i.e degree of
motivation, experience and interest

15. Qualities of a good leader
 Trust
 Determination – Initiative & perseverance
 Humility – modesty; with focus on
collective rather than personal
recognition/achievement
 Honesty & Integrity
 Competence & Initiative
 Sense of responsibility & Forward-looking

16. LEADERSHIP ISSUES
 Leadership & Gender: The gender issue
needs to be examined objectively and
stereotyping needs to be avoided
 Leadership & cultural factors: Cultural
factors have the potential of impacting
upon leadership behaviours. So both the
value systems of leaders and followers can
shape the leadership relationships in given
contexts

17. Cont.
 Leadership and organisational life cycle:
The leadership behaviour will have to take
into consideration the demands of the
specific stages of the organisational life
cycle and adopt the leadership style that is
most suitable
 Leadership & globalisation: Organisations
will have to train leaders for global
operations by focussing on cross-cultural
and language skills

18.  Leadership attributes

19. .
A Leader don’t need to be a manager but
every manager needs the quality to be a
great leader.

20. Manager Vs. Leader
Manager Leader
 Focus on things
 Do things right
 Plan
 Imitate
 Direct
 Control
 Focus on people
 Do the right things
 Inspire
 Develop
 Motivate
 Build

21.  Leadership:
 Why is it important to be a
leader?
 Leadership is important because a
leaders sets a clear vision and
communicates effectively with
subordinates/colleagues them a
better understanding of
organizational direction and makes
them realize their roles and
responsibilities.

22.  Leadership:
 Why is it important to be a leader?
 Leadership is important because it sets a
clear vision and communicates
effectively to subordinates/colleagues.
The clear vision gives them a better
understanding of organizational direction
and makes them realize their roles and
responsibilities.
 What is the first rule of leadership?
 The first rule of leadership success for
any supervisor, manager and executive
is that “It isn't about you.” Rare are
the leaders who make the time to
understand, listen, empathize, and act
on the needs or issues of their teams
and other constituents.

23.  Leadership & Team Building:
“It’s easy to get good players, Getting them to play
together is the hard part”
 Leader should be the one who will inspires and motivate
a group of people to act on action plan to achieve
organizational goal .
 having a can do personality and strong leadership skill is
the key to leading the charge.

24.  Leaders should:
 Build Trust
 Treat all employee fairly.
 Know everyone’s strength and weaknesses.
 Promote cross departmental team work.
 Give authorities to take decisions.
 Clarify them about the work process with all relevant information.
 Express your passion.
 Be clear about responsibilities.
 Develop team spirit and create an enthusiastic environment.
 Reward & Recognition.
 Share success with members

25.  Signs of Bad Leader:
 Give no guidance
 Play office politics
 Skip performance reviews
 Quick blaming others
 Take teams credit
 Micromanage
 Favouritism
 Rarely appreciate team for their work.
 Hiding information from team thinking you are surrounded by
fools.
 Get defensive upon getting negative feedback.
 Turnover and team dissatisfaction.

26.  Leadership Do’s & Don’ts

27. Not all our employees are same , some perform better and are more
valuable to us. We have to treat the employees fairly and we have to
find out what will help them to perform well.

28. World is suffering so much at the moment. We need to start living
and learning Empathy during this crucial time of Covid’19.
 Be Empathetic:
Empathy means being
able to understand the
needs of others. It
means you're aware of
their feelings and their
thinking.
At the core leadership is
ultimately about others.

29. .
 Famous leaders:
Mahatma Gandhi Nelson Mandela
Barack Obama Bill Gates

30. Team & Teamwork
 What do we know about TEAM?
 T = Together
 E = Everyone
 A = Achieve
 M = More
 Why do we need to work as a team?
 Several peoples skills & Knowledge together, in turns will give
better result.
 Sustain the enthusiasm and lend support needed to complete the
task.
 What is Teamwork?
 Collaborating or working together to achieve common goal is
called Team Work.

31. Stages in team building
Forming
• Define Team,
• Determine individual roles,
• Develop trust & communications,
• Develop norms,
• Define problem & strategies Identify information needed and flow of
information
Storming
• Separate problem issues from people issues,
• Be soft on people but hard on problems,
• Clarify the core issues,
• Listen carefully to each person’s point of view
Norming
• Competitive relationship become more cooperative
• Willingness to confront issues and solve problems
• Sense of team spirit
• Constructive feedback
Performing
• Gained insight into personal and team process
• Better understanding of each others strength and weakness
• Ability to resolve difference

32. Qualities of great teamwork
 Clear direction.
 Open and honest communication.
 Support risk taking and change.
 Defined roles.
 Mutually accountable.
 Communicate freely.
 Common goals.
 Encourage differences in opinions
 Team reward.

33. Effective Communication
for Successful Teamwork:
 Teams that communicates tends to complete
projects in a quicker and more efficient
amount of time than others.
 Effective communication also allows team
members to understand their roles and the
roles of everyone else on the team.
 Increased management transparency makes
employees feel like they can talk with their
managers about everything, they are much
more likely to be open and honest about
their needs, and about their feelings toward
your organization.

34.  How to communicate effectively

35. Leadership skills are key to organizational success.

36. Thank You