The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.

1. LEADERSHIP & TEAMWORK

2. LEADERSHIP
• ‘’LEADERSHIP IS LIKE “BEAUTY” IT’S HARD TO DEFINE…. BUT
YOU KNOW IT WHEN YOU SEE IT.’’
• Influencing people by providing purpose, direction, and
motivation while operating to accomplish the mission and
improving the organization.
• The ability of developing and communicating a vision to people
that will make that vision true.

3. ROLE OF A LEADER
• Initiator
• Confidence builder
• Coordinator
• Motivator
• Optimist

4. LEADERSHIP THEORIES

5. TRAITS THEORY
• First theory of leadership.
• Thomas Carlyle (1841) can be considered one of the pioneers of the
trait theory.
• People are born with leadership qualities.
• Good leaders have the right (or sufficient) combination of traits.
• Future leadership can be predicted, if the leadership abilities in a
person are identified.

6. GREAT MAN THEORY
• Leaders are born and not made.
• Most leadership comes from upper class of society.
• Small number of leaders from lower class of society.
• Leadership is inherited

7. BEHAVIORAL THEORY
• Leaders can be made, rather than are born.
• Successful leadership is based on definable, learnable behavior.
• Leadership qualities don’t consider inborn traits
• leadership capability can be learned
• This theory opens the floodgates to leadership development

8. CONTINGENCY THEORY
• The leader's effectiveness is dependent upon various factors. e.g.
leader's preferred style, capabilities, behaviors etc.
• A leadership style that is effective in some situations may not be
successful in others.
• leaders who are very effective at one place and time may become
unsuccessful either when transplanted to another situation or
when the factors around them change.

9. LEADERSHIP STYLES
This theory suggests four major styles of leadership.
1) Autocratic
2) Democratic
3) Laissez-faire
4) Paternalistic

10. AUTOCRATIC LEADERSHIP STYLE
• One man show and “hands off”
• Directs or orders participants on what
to do, when to do it and how long to
continue.
• The leader may not tell participants
reasons for his/her orders.
“Do what I tell you!”
“You MUST do this NOW!”

11. DEMOCRATIC LEADERSHIP
• Developing trust and mutual respect
are part of this concept.
• Voting and “majority rule” are
elements.
“What do you think”
“Let’s see what the group wants to do”

12. LAISSEZ-FAIRE LEADERSHIP
• Freedom for making decisions is
given to participants with this
leadership style.
• Decisions comes from within the
group.
“Make your own decisions to achieve the
goals”

13. PATERNALISTIC LEADERSHIP
• Leader acts as a ‘father figure.’
• Believes in the need to support staff.
“Do as I do”
“This is how it must be done! Watch
ME!”

14. LEADERSHIP REQUIREMENTS
• Vision
• Courage
• Focus
• Determination
• Persistence
• Honesty/Integrity
• Team Building
• Commitment to Excellence
• Good listener
• Flexible
• Communicator & Motivator

15. THE PROCESS OF WORKING COLLABORATIVELY WITH A GROUP OF PEOPLE
IN ORDER TO ACHIEVE A GOAL

16. STAGES OF TEAM DEVELOPMENT

17. Stage Activities
Forming Direct the team, and establish clear objectives, both for the team as a whole and
for individual team members.
Storming Establish processes and structures.
Build trust and good relationships between team members.
Resolve conflicts swiftly if they occur. Provide support, especially to those team members
who are less secure.
Remain positive and firm in the face of challenges to your leadership, or to the team's goal.
Norming Step back and help team members take responsibility for progress towards the goal. (This is
a good time to arrange a team-building event.)
Performing Delegate tasks and projects as far as you can. Once the team is achieving well, you should
aim to have as light a touch as possible. You will now be able to start focusing on other goals
and areas of work.
Adjourning Take the time to celebrate the team's achievements – you may work with some of your
people again , and this will be much easier if people view past experiences positively.

18. TEAMS VS GROUPS
All teams are groups but not all groups are teams
Group Teams
Focus Performance & goals,
reliance on individual
abilities
Sharing information,
insight, reinforce individual
performance standards
Team Members Shared responsibility More Independent

19. PROS & CONS OF TEAM WORKING
Advantages Disadvantages
Synergy Adherence to group standards
Lesser Errors Social Loafing
Improvement & innovation Conflicts
Members self motivated & empowered Difference in opinions/methodology
Timeliness

22. DECISION MAKING IN TEAMS
• Leader-centered decision making model (leader makes decision
and direct other members)
• Team-centered decision making model (decisions are made with
consensus of team members)

24. EFFECTIVE TEAM MEETINGS
• Plan outcomes
• Produce an Agenda
• Be time sensitive
• Assign someone to take notes
• Assign tasks and resposiblities
• Summarize & review assignment
• Take Feedbacks

25. LEADER VS MANAGER
LEADER
1. A person who is followed by others.
MANAGER
1. A person controlling or administering a
business or a part of a business.
2. A person regarded in terms of skill in
household or financial or other management.

26. LEADER VS MANAGER
LEADERS:
• Do the right thing
MANAGER:
• Do things right

27. LEADERSHIP VS
MANAGEMENT
• Management seeks stability & predictability
• Leadership seeks improvement through change

28. HOW TEAM MEMBER CHARACTERISTICS
IMPACT SMT EFFECTIVENESS
• Personal accountability
• Emotional stability
• Innovation
• Effective communication
• Problem solving skills
• Ability to engender trust

29. CHALLENGES
• Learning of new behaviors
• Difficult to find efficient or innovative resource at low cost
• Oppose to change
• More focus on quantity rather then quality
• Adaption of new working methodology

30. What is the bottom line for you?
• You are in control of your environment.
• You can make every setback an opportunity for success.
• You can be anything you can be! Whatever you want to
be is entirely up to you
• You can become the person you want to be. Dress like
that person, talk like that person, act like that person,
write like that person, and that will be you.