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Leaders vs. Managers
- 1. Team Leaders vs. Team Managers: What makes teams effective? Karen Heslep, Chair-elect FBLA-PBL, Inc. Board of Directors Arkansas State University Mountain Home
- 2. Today’s Objectives • Leaders vs. Managers • Characteristics of Effective Teams • Leadership Skills for Effective Team Meetings
- 4. If my position, title, formal authority were removed, would people still gladly follow me?
- 5. Teams Over 50% of all organizations and 80% of organizations with more than 100 employees use some form of teams.
- 6. Characteristics of Effective Teams • Shared goals and objectives • Strong team cohesion • Diversified team mix
- 7. Characteristics of Effective Teams • Clearly defined roles and responsibilities • Positive interpersonal relationships • Clearly stated standard operating procedures
- 8. Characteristics of Effective Teams • Trust and conflict management abilities • Effective communication skills • Strong top management support
- 9. Leadership Skills for Effective Team Meetings 1. Planning Meetings 2. Conducting Meetings 3. Handling Problems Members
- 10. Planning Meetings • Objectives • Participants and assignments • Agenda • Date, time, and place
- 11. Conducting Meetings The Three Parts of a Meeting 1. Identifying objectives 2. Covering agenda items 3. Summarizing and reviewing assignments
- 12. Handling Problem Members • Silent • Talker • Wanderer • Bored • Arguer
- 13. Be a world changer…Be a leader!
- 14. Two ways to access this presentation: www. Slideshare.net Text To receive a link to the presentation via text message: • Enter this number: (479)316-3284 • Text this message: @pblnflc *Standard message rates apply.
- 15. Sources Williams, Scott. (2011, October 9). Top 10 Differences Between Managers and Leaders. [Video file]. Retrieved from https://www.youtube.com/watch?v=8ubRzzirRKs G.B. Graen, C. Hui, and E.A. Taylor, “Experience-Based Learning about LMX Leadership and Fairness in Project Teams: A Dyadic Directional Approach,” Academy of Management Learning & Education 5(4) (2006): 448-460. Lussier, R. N. and Achua, C. F. (2013) . Team Leadership and Self-Managed Teams. Leadership Theory, Application, & Skill Development (5th ed.) (pp. 276-320). Mason, OH: South-Western.
Editor's Notes
- Teams are not the same as groups: Members have shared responsibilities (groups, members work more independently and focus on individual goals) Performance measures and incentives are team-based (group mentality is “what’s in it for me”) Teams strive for equality between members – no stars; the good of the whole prevails over individual ego (groups, a collection of people working together)
- Shared goals and objectives: setting goals and objectives should be an inclusive process that allows for open and honest exchange of ideas Strive for consensus, consistency and agreement to create a sense of ownership. Strong team cohesion: the extent to which team embers band together and remain committed to the goals Cohesion is increased when the following takes place: team members agree on a common purpose team shares a belief that it can be successful top management gives praise and recognition for success members find they have similar attitudes and values and enjoy being a team interpersonal relations are strong Diversified team mix: the right mix of complementary skills, personality, knowledge and ability to perform the team’s job. Size should be fewer than 12.
- Clearly defined roles: each team member should know what his or her job is and how it contributes to meeting team goals Positive interpersonal relationships: this means there is mutual respect and trust, support, inclusion, collaboration and open and honest communication. No playing favorites! Clearly stated standard operating procedures: effective teams start out by laying down the rules and procedures that will govern how the team works together. Areas include communicating, meetings, decision making and problem solving, completing tasks and managing conflict.
- Trust and conflict management: Trust is essential in positive interpersonal relationships, creating team cohesion and in determining team effectiveness. Effective communication skills: determines the efficiency with which everything else is done within the team. Communication must be open and honest! Strong top management support
- Studies have documented the positive relationship between team leadership and team performance. The team leader’s role is critical in motivating team embers and creating an effective work environment. Team leaders must model the behavior that he or she desires. Self-sacrifice and self-confidence do influence team embers. Being the team leader is about creating the team culture! An important part of a leader’s job is conducting team meetings.
- Planning the meeting includes at least these four areas: Objectives: Single greatest mistake made by those who call a meeting is they have no clear idea and purpose for the meeting. Participants: Before calling the meeting, decide who should attend. If any preparation is expected – read material, do research, bring data, give a report – give advance notice. Agenda: tells members what is expected and how the meeting will progress. Organize the agenda in order or priority. Date, time and place: Leadership: It is recommended that leaders play the role of facilitator – guide the process of the meeting while not influencing the content. Consider that each agenda item may need to be handled differently: some items call for disseminating information, others require discuss and a vote; other items a quick report.
- Begin on time and begin by reviewing the purpose/objective for the meeting. This may require reviewing progress to date before beginning the agenda. Cover agenda items in priority order. Be flexible to watch the time. Constructive discussion should be allowed to continue; argumentative discussion and stagnant discussions should be moved along. End on time! Summarize what took place. Were the objectives met? Review assignments that were made and get a commitment to the task that each member should perform for the next meeting. The secretary should record all assignments. There must be accountability and follow-up on assignments or members may not complete them!
- Some personality types can hinder the efficiency of the group. Leaders should develop skills to handle these personalities. Silent: To be fully effective, all group members should participate. It is the leader’s responsibility to encourage the silent member to participate without being obvious. One method is the rotation method, all members take turns giving input. Watch non-verbal communication. When you believe the silent member has convictions, ask them to express them. Talker: Talkers have something to say about everything. It is the leader’s responsibility to slow talkers down, not shut them up. Useful phrase: let’s give those who have not presented yet a chance.” Wandered: Distract from the agenda; tend to change the subject and often complain. The leader is responsible for keeping the group on track. If the wandered wants to socialize, cut it off but be kind. Bored: Bored members may not pay attention or participate. The leader is responsible for keeping members motivated. Assign the bored member a task like recording ideas on the board. If you allow them to site back, things may be get worse and others may decide not to participate either. Arguer: Arguer likes to be the center of attention. The leader should resolve conflict, but not in an argumentative way. If an argument starts, bring others into the conversation. If it is person, cut it off. Keep the discussion moving on target.
- Whether you are leading an international organization or a local PBL chapter committee…change your world. Be a leader!