Leadership training module 2
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This document outlines Adair's three core management responsibilities: achieving tasks, managing teams, and managing individuals. It provides guidance on key actions for each responsibility, such as defining tasks, establishing standards, monitoring performance, resolving conflicts, motivating teams, developing individuals, and more. The overall message is that effective management requires focusing on tasks, teams, and individuals simultaneously.
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leadership
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
Leadership concepts
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
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This document summarizes several leadership theories including trait approach, skills approach, situational approach, path-goal theory, leader member exchange theory, transformational leadership, and transactional leadership. It provides details on leader member exchange theory and transformational leadership theory. Leader member exchange theory focuses on the quality of relationships between leaders and followers, noting leaders form in-groups and out-groups. Transformational leadership aims to inspire followers and focus on emotions, values and long-term goals. It encompasses idealized influence, inspirational motivation, intellectual stimulation and individual consideration.
Leadership
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
Ppt on leadership
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
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This document discusses various leadership styles and concepts, including:
- Charismatic leadership, which influences followers through supernatural gifts and attractive powers. It has two types: visionary and crisis-based.
- Transactional leadership, where the leader helps followers achieve goals through contingent rewards and management by exception.
- Transformational leadership, which inspires followers to achieve more through vision, changes to mission/operations, and human resource management.
- Lean leadership focuses on influence, example-setting, knowledge, engagement, and building systems to empower people without waste. The key skills for lean leaders are people skills, conceptual skills, and technical skills.
leadership style
This document discusses various leadership styles including behavioral, situational, and contingency approaches. It describes styles such as autocratic, participative, free-rein, Likert's four systems of management, the managerial grid, and Hersey-Blanchard's situational leadership model. It concludes that there is no single best leadership style and that the effective style depends on situational factors like the organization, subordinates' skills, and task requirements.
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leadership
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
Leadership concepts
Leadership theories can be categorized into trait, behavioral, contingency and situational approaches. Trait theories examine personal characteristics that differentiate leaders, while behavioral theories focus on specific leader actions. Contingency theories emphasize that leadership effectiveness depends on matching leadership style to situational factors. Situational leadership theories propose that the most effective style depends on follower readiness and ability levels.
Importance of leadership
This document outlines an educational leadership presentation discussing the need for strong leadership in schools. It introduces 6 educational leadership standards focused on vision, culture, management, community collaboration, ethics, and larger context. The presentation examines characteristics of leadership and management and asks participants to reflect on their own leadership qualities and barriers to growth. Attendees are encouraged to discuss standards, share documents, and consider follow up questions.
LMX and Transformational Theories
This document summarizes several leadership theories including trait approach, skills approach, situational approach, path-goal theory, leader member exchange theory, transformational leadership, and transactional leadership. It provides details on leader member exchange theory and transformational leadership theory. Leader member exchange theory focuses on the quality of relationships between leaders and followers, noting leaders form in-groups and out-groups. Transformational leadership aims to inspire followers and focus on emotions, values and long-term goals. It encompasses idealized influence, inspirational motivation, intellectual stimulation and individual consideration.
Leadership
The document discusses different theories of leadership. It defines leadership as the ability to influence others toward goals, and management as using authority to obtain compliance. Trait theories view leadership as innate traits, though no universal traits predict leadership. Behavioral theories propose leadership behaviors can be taught. The Ohio State and University of Michigan studies identified leadership behaviors as initiating structure/production orientation and consideration/employee orientation. Contingency theories state the most effective leadership depends on the situation, such as Fiedler's model relating leader style and situational favorability, and Hersey and Blanchard's situational leadership model linking leader behavior to follower readiness.
Ppt on leadership
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
Leadership in organizations
This document discusses various leadership styles and concepts, including:
- Charismatic leadership, which influences followers through supernatural gifts and attractive powers. It has two types: visionary and crisis-based.
- Transactional leadership, where the leader helps followers achieve goals through contingent rewards and management by exception.
- Transformational leadership, which inspires followers to achieve more through vision, changes to mission/operations, and human resource management.
- Lean leadership focuses on influence, example-setting, knowledge, engagement, and building systems to empower people without waste. The key skills for lean leaders are people skills, conceptual skills, and technical skills.
leadership style
This document discusses various leadership styles including behavioral, situational, and contingency approaches. It describes styles such as autocratic, participative, free-rein, Likert's four systems of management, the managerial grid, and Hersey-Blanchard's situational leadership model. It concludes that there is no single best leadership style and that the effective style depends on situational factors like the organization, subordinates' skills, and task requirements.
Leader member exchange model
The Leader-Member Exchange Model (LMX) explores the relationships between managers and team members. Managers assess members' abilities and divide them into in-groups and out-groups. In-group members maintain close relationships with managers, receiving high responsibilities, decision-making opportunities, and motivation. Out-group members receive low responsibilities and limited access to resources and opportunities. Visionary leaders identify these groups to locate problems and look for ways to motivate out-group members, such as providing equal training, development, and goal setting to improve performance and working relationships.
Leadership
This document discusses several theories of leadership:
1. Trait theory proposes that effective leaders possess certain traits like intelligence and self-confidence. However, some effective leaders lack these traits and vice versa.
2. Behavior theory focuses on what leaders do rather than their traits. Studies identified two key leadership behaviors: initiating structure and showing consideration.
3. Contingency theory argues that leadership effectiveness depends on an interaction between the leader, followers, and situational factors. For example, Fiedler's contingency model assesses whether a situation is favorable for different leader styles.
4. Path-goal theory describes how leaders motivate followers to achieve goals by making paths to goals clear and rewarding goal achievement. It
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The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
Leadership concepts and theories
Provides vision and sense of mission, instills pride, gains respect and trust.
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This document discusses various concepts and theories related to leadership. It defines leadership as the ability to influence others and motivate them towards common goals. Several leadership styles are described, including autocratic, democratic, and laissez-faire. Trait theory suggests leaders are born with certain qualities, while behavioural theory believes leadership can be learned. Contingency theory proposes that the most effective leadership style depends on internal and external situational factors. Fiedler's contingency model and the path-goal theory are contingency theories discussed in the document.
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This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
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The document discusses different leadership styles and their relationship to employee performance. It describes transformational leadership as enhancing motivation through connecting employees' identity to the organization and being a role model. Transactional leadership focuses on supervision and uses rewards/punishments. The research paper aims to investigate the relationship between leadership styles and job performance. It found that employees preferred transformational leadership and contingent rewards, which had the strongest effect on performance measures like extra effort, effectiveness and satisfaction.
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The document discusses various theories and styles of leadership. It describes trait theories which examine personality characteristics of leaders, and behavioral theories which propose that leadership can be taught. It also outlines contingency theories like Fiedler's model and situational leadership theory which emphasize that leadership style depends on situational factors. Additionally, it mentions transformational leadership requiring long-term planning and vision, and transactional leadership focusing on management through procedures and rules.
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This document discusses different leadership styles including autocratic, democratic, and free rein styles. It also analyzes approaches to leadership including the managerial grid, leadership continuum, situational/contingency approach, and path-goal approach. Finally, it discusses the differences between transactional leadership which focuses on procedures and transformational leadership which inspires followers and organizational change.
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This document discusses the role of leadership in cooperative management. It defines leadership as guiding and motivating people to achieve organizational goals. A good leader establishes a clear vision, shares this vision with others, provides knowledge to achieve the vision, and balances conflicting stakeholder interests. Key roles of a leader include initiating action, motivating employees through economic and non-economic rewards, supervising and guiding subordinates, building confidence, and building morale to encourage cooperation and create an efficient work environment.
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The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
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This document discusses leadership and compares it to management. It defines leadership as motivating people towards a common goal through communication, trust, and inspiration. Management focuses on processes like planning and control, while leadership emphasizes building trust and inspiring followers. The document also covers various leadership theories and styles, noting there is no single best approach but that effective leaders can adapt their style to fit different situations.
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The document discusses different leadership styles. It introduces leadership and defines it as motivating a group towards a common goal. There are formal and informal types of leadership. Formal leadership comes from a managerial position while informal arises from influence. Some key leadership styles are then outlined: autocratic centralizes power in decisions making and maintains order but can lack communication; democratic includes employees in decisions to increase satisfaction and productivity but takes more time; laissez-faire gives employees responsibility for decisions but can lack cohesiveness; and paternalistic has family-like relationships between leaders and employees but can lead to favoritism and dependence.
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Leadership is about influencing others through vision and motivation, while management focuses on implementing plans and tasks. A leader inspires others to do better work, while a manager ensures work gets done. Effective leaders are long-term thinkers who motivate others with a compelling vision and strong values. Traits like integrity, problem-solving skills, and developing people are key factors for strong leadership.
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This document discusses several leadership theories and models:
- Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader.
- Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction.
- Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating.
- Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups.
- Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint.
- Transactional leadership helps followers achieve goals. Transformational
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This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
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This document discusses several theories of leadership:
1. Trait theory proposes that effective leaders possess certain traits like intelligence and self-confidence. However, some effective leaders lack these traits and vice versa.
2. Behavior theory focuses on what leaders do rather than their traits. Studies identified two key leadership behaviors: initiating structure and showing consideration.
3. Contingency theory argues that leadership effectiveness depends on an interaction between the leader, followers, and situational factors. For example, Fiedler's contingency model assesses whether a situation is favorable for different leader styles.
4. Path-goal theory describes how leaders motivate followers to achieve goals by making paths to goals clear and rewarding goal achievement. It
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The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
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Provides vision and sense of mission, instills pride, gains respect and trust.
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This document discusses various concepts and theories related to leadership. It defines leadership as the ability to influence others and motivate them towards common goals. Several leadership styles are described, including autocratic, democratic, and laissez-faire. Trait theory suggests leaders are born with certain qualities, while behavioural theory believes leadership can be learned. Contingency theory proposes that the most effective leadership style depends on internal and external situational factors. Fiedler's contingency model and the path-goal theory are contingency theories discussed in the document.
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The document discusses different leadership styles and their relationship to employee performance. It describes transformational leadership as enhancing motivation through connecting employees' identity to the organization and being a role model. Transactional leadership focuses on supervision and uses rewards/punishments. The research paper aims to investigate the relationship between leadership styles and job performance. It found that employees preferred transformational leadership and contingent rewards, which had the strongest effect on performance measures like extra effort, effectiveness and satisfaction.
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This document discusses the role of leadership in cooperative management. It defines leadership as guiding and motivating people to achieve organizational goals. A good leader establishes a clear vision, shares this vision with others, provides knowledge to achieve the vision, and balances conflicting stakeholder interests. Key roles of a leader include initiating action, motivating employees through economic and non-economic rewards, supervising and guiding subordinates, building confidence, and building morale to encourage cooperation and create an efficient work environment.
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The document outlines learning topics about leadership theories covered in a chapter, including:
- Early theories focused on identifying leadership traits but had mixed results, while behavioral theories examined leadership styles.
- Contingency theories like Fiedler's model and situational leadership theory propose effective leadership depends on matching style to the situation or followers' readiness.
- Current approaches include transactional leaders who clarify goals, and transformational leaders who inspire followers through vision and risk-taking.
- Modern issues involve managing sources of leader power and developing credibility/trust with followers.
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This document discusses leadership and compares it to management. It defines leadership as motivating people towards a common goal through communication, trust, and inspiration. Management focuses on processes like planning and control, while leadership emphasizes building trust and inspiring followers. The document also covers various leadership theories and styles, noting there is no single best approach but that effective leaders can adapt their style to fit different situations.
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The document discusses different leadership styles. It introduces leadership and defines it as motivating a group towards a common goal. There are formal and informal types of leadership. Formal leadership comes from a managerial position while informal arises from influence. Some key leadership styles are then outlined: autocratic centralizes power in decisions making and maintains order but can lack communication; democratic includes employees in decisions to increase satisfaction and productivity but takes more time; laissez-faire gives employees responsibility for decisions but can lack cohesiveness; and paternalistic has family-like relationships between leaders and employees but can lead to favoritism and dependence.
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This document discusses leadership, leadership styles, and how to be a successful leader. It defines leadership as leading others to achieve results by translating vision into reality through sound decisions and inspiration. Key leadership traits include decisiveness, awareness, focus, accountability, empathy, confidence, optimism, and commitment. Common leadership styles are described as autocratic, bureaucratic, laissez-faire, democratic, transformational, and transactional. Signs of ineffective leadership and tips for introverted leaders are also provided. The document aims to educate readers on leadership concepts and development.
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Leadership is about influencing others through vision and motivation, while management focuses on implementing plans and tasks. A leader inspires others to do better work, while a manager ensures work gets done. Effective leaders are long-term thinkers who motivate others with a compelling vision and strong values. Traits like integrity, problem-solving skills, and developing people are key factors for strong leadership.
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This document discusses several leadership theories and models:
- Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader.
- Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction.
- Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating.
- Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups.
- Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint.
- Transactional leadership helps followers achieve goals. Transformational
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This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.
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This document outlines John Adair's model of action-centered leadership. It discusses three core responsibilities of management: achieving the task, managing the team, and managing individuals. It also identifies three elements of all leadership situations: the task, the group, and individual members. An effective leader balances addressing the needs of the task, group, and individuals. Specific responsibilities are outlined for achieving the task, managing the group, and developing individuals. The document provides examples of competencies and behaviors for leaders to be effective.
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Od
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
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Chapter 6
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Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
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1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
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Leadership training module 2
- 1. Module 2 Ronie Protacio Executive Director, CAS
- 2. Adair's three core management responsibilities: • achieving the task • managing the team or group • managing individuals
- 3. identify aims and vision for the group, purpose, and direction - define the activity (the task) identify resources, people, processes, systems and tools (inc. financials, communications, IT) create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics establish responsibilities, objectives, accountabilities and measures, by agreement and delegation set standards, quality, time and reporting parameters control and maintain activities against parameters monitor and maintain overall performance against plan report on progress towards the group's aim review, re-assess, adjust plan, methods and targets as necessary
- 4. establish, agree and communicate standards of performance and behavior establish style, culture, approach of the group - soft skill elements monitor and maintain discipline, ethics, integrity and focus on objectives anticipate and resolve group conflict, struggles or disagreements assess and change as necessary the balance and composition of the group develop team-working, cooperation, morale and team- spirit develop the collective maturity and capability of the group - progressively increase group freedom and authority
- 5. encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose identify, develop and agree team- and project- leadership roles within group enable, facilitate and ensure effective internal and external group communications identify and meet group training needs give feedback to the group on overall progress; consult with, and seek feedback and input from the group
- 6. understand the team members as individuals - personality, skills, strengths, needs, aims and fears assist and support individuals - plans, problems, challenges, highs and lows identify and agree appropriate individual responsibilities and objectives give recognition and praise to individuals - acknowledge effort and good work where appropriate reward individuals with extra responsibility, advancement and status identify, develop and utilize each individual's capabilities and strengths train and develop individual team members develop individual freedom and authority