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1. Chapter-2
Role of leader in team
Development
By Prof. Meena Mashru
Developing Teams and Effective Leadership

2. Leadership is the art of motivating people to work and focus towards a planned objective.
It also encourages them to take up responsibilities and grow personally and professionally.
In an organisation, leadership is a vital management function that ensures improved
efficiency and achievement of business objectives.
Effective leadership provides clarity of purpose and guides the organisation to its mission.
An effective leader is someone who:
Inspires and motivates others
Has a vision and directs the path to achieve it
Ensures the development of their team members
Meaning of Leadership

3. A Team Leader provides guidance and instruction to a working group about a project
or portfolio of projects.
 They are in charge of delegating work,
 Overseeing progress towards goals
 Coaching team members as needed.
 Team leads often serve as de-facto mentors for the team, even if they don't have a
manager title.
 Teamwork is something that is nurtured and developed with a cooperative effort
between the group and manager.
 To facilitate the effective development of a work group, the leader must
understand his/her role. If the leader performs his/her job properly
The team produces well and become an efficient part of the company.

5. Role of Leader:
Resolving Conflict
One of the difficult parts of being a leader trying to facilitate team development is in resolving internal group
conflicts. In some cases, conflict can be good, and it can inspire staff members to improve their skills and
contribute more to the team's success. At other times, conflict can become damaging and threaten the
successful development of the team. It is the leader's role to monitor conflict and determine when it is time to
step in and what methods should be used to resolve the situation.
Setting Direction
The team leader gives the team direction and then institutes rules and policies designed to move the team
towards fulfilling its goals. A leader must help his group to understand the specifics of the team's objectives,
create a method for reaching them and then work with the team members to complete their obligations. The
leader must be prepared to administer punishment to team members that do not follow the rules.
Serving as Spokesperson
A group consists of many different kinds of people all possessing a valuable skill. But when the group needs to
speak as one entity to the management team, another department or entities outside the company, the leader
must step up and be the spokesperson. The leader understands the details of the group's operation, and needs
to be fully qualified to speak on behalf of the team when necessary.
Setting an Example
When the members of a work team are looking for an example of how to work within company guidelines, how
to act like a professional in any situation and how to maximize productivity, they should be able to look to the
manager as an example. A manager becomes the model for group members to look to for motivation and
dedication. The manager works side by side with subordinates to get them to understand that everyone in the
group needs to work hard for the group to succeed. A strong team leader leads by example.

6. Different Types of Leadership

9. 1. Democratic Leadership
A democratic leader makes decisions based on their team’s opinion and feedback. In simpler
words, they get everyone involved in the decision-making process.
However, this type of leadership cannot be used in the long run because of drawbacks like
losing the leader’s authority, debates, and miscommunication between team members.
Here are some scenarios in which you can adopt a democratic leadership style:
New project that requires constant brainstorming
Solve complex business problems
Tight-knit or small organisations like start-ups, etc.
Here are some features of this leadership style
Transparent conversations
Everyone’s opinion counts
Values collaboration and teamwork
Encourages discussions

11. 2. Autocratic Leadership
This is precisely the opposite of democratic leadership. The opinions
of team members are not considered while making any business
decision. Instead, leaders expect others to adhere to their decisions,
which is not sustainable in the long run.

12. 3. Laissez-faire Leadership
Laissez-faire means “let them
do”. This leadership style is the
least intrusive and ensures that
the decision-making authority
lies with the team members.
This leadership style empowers
team members and holds them
accountable for their work.
This motivates many team
members to put their best foot
forward, improving the
organisation’s efficiency and
productivity.

13. 4. Strategic Leadership
Strategic leadership is when leaders
use their skills and capabilities to help
team members and organisation
achieve their long-term goals.
Strategic leaders strive to get the best
out of people or situations.
Here are some unique traits of
strategic leaders
They are interested in the well-being
of others
They are open-minded
They are self-aware
They are good at interpersonal
communication

14. 5. Transformational
Leadership
Transformational leaders
inspire others to achieve
the unexpected. They aim
to transform and improve
team members’ and
organisations’ functions
and capabilities by
motivating and
encouraging them.

15. 6. Transactional Leadership
This type of leadership is
task-oriented, which means
team members who meet
the leader’s expectations
will be rewarded, and
others will be punished. It
is a prevalent leadership
style based on the action-
and-reward concept.

16. 8. Bureaucratic Leadership
This kind of leadership style
sticks to the rules. For example,
they might listen to their team
members’ opinions while
deciding.
Here are some of the benefits of
this type of leadership
Lowers the risk of favouritism
among team members
Increases creativity for some
employees

17. 7. Coach-Style Leadership
This leadership style focuses on identifying
and nurturing a team member’s strengths
and weaknesses. A coaching leader
develops strategies that emphasise team
members’ success.
Though this is similar to strategic and
democratic leadership styles, the focus
here is more on the individual.

18. Charismatic Leadership
Charismatic management or leadership is a form of professional guidance or management built on a
foundation of strong communication skills, persuasiveness, and maybe even a little bit of charm to help
them get the most out of everyone that works for them. They tend to be passionate, have charisma
(hence the charismatic title), and have strong convictions with a deep connection to the work that they’re
doing—which, in turn, inspires the same conviction in others. Because of a charismatic leader’s intense
commitment to their work, they tend to evoke strong emotions from their followers and teams. This
encourages devotion, action, and strong problem-solving skills.
• Charismatic management and leadership style is similar to transformational leadership. In
transformational leadership, managers are known for using inspirational motivation and intellectual
stimulation to empower their followers in doing their best work. But where the two approaches differ is
in how charismatic leaders focus on working within the status quo to make it better, as opposed to
creating an entirely new path.
• Some of the skills, traits, and actions that may define a good leader that utilizes charisma would
include:
• Forward-thinking goal setting: Because these great leaders are able to see the bigger picture,
charismatic leaders excel at setting project milestones well into the future to help keep teams
motivated and encourage continued advancements.
• Articulation: Being well spoken, a strong communicator, and capable of detailing company plans in an
engaging way ensures followers are on board at every level of production. This trait is key for
charismatic leaders.
• Ability to tap into people’s emotions: Encouragement and inspiration are one thing, but the trait of
emotionally connecting followers to a cause with your charisma can create a stronger sense of devotion
to the work.

19. • Openness to taking risks: As much as leaders with charisma work within the
status quo, they’re still willing to explore unique opportunities or approaches
that could result in big gains.
• Clear vision: Knowing the desired outcome of a project, and the pathway to
getting there, gives followers a stronger sense of support as they work.
• Utilization of unconventional behavior: Maybe they employ off-the-wall team-
building exercises, maybe they encourage a hybrid office/remote approach to
work, or maybe they try every bananas idea an employee comes up with.
Leaders with charisma aren’t afraid to try everything to get results.
• Grace under pressure: Leaders with charisma can often find themselves in high-
pressure situations that can challenge them to keep everyone committed and
motivated, even in the face of seemingly insurmountable odds.
• Sensitivity to their environment and the needs of the team: Empathy is another
important quality that can help charismatic leaders navigate sensitive situations
and intensive production schedules.
• Strong engagement skills: From upper management to lower-tier employees,
charismatic leaders know how to connect with everyone at every level of the
professional totem pole.

20. Managerial grid model (The Blake and Mouton Managerial Grid model)
The managerial grid model is a self-assessment tool by which individuals and organizations
can help identify a manager's or leader's style. The grid was originally developed by Robert R.
Blake and Jane S. Mouton in the 1960s and has evolved in subsequent decades.

21. Leadership styles
• A manager rated 9,1 possesses a high
concern for production but low concern for
people and has an "authority-obedience"
style.
• A manager with a 1,9, in contrast, possesses
a low concern for production but high
concern for people and has a "country club
management style."
• A manager who rates 1,1 (on the grid's lower
left quadrant) possesses a low concern for
both production and people and has an
"impoverished management" style.
• A 9,9 rating designates a "team
management" style and falls in the grid's
upper right quadrant.
• A 5,5 rating falls in the center of the grid and
designates an "organization man
management" style.

22. • Alternative and updated labels are sometimes used in place of these original
styles. For example, "indifferent" is sometimes used in place of
"impoverished"; "accommodating" in place of "country club"; and "status quo"
in place of "middle of the road."
• Organizations use this tool to assess individual managers and identify their
management styles with the aim of helping them build leadership excellence.
Individuals can assess themselves using questionnaires asking, for example,
how strongly they value accomplishing a task and how much they enjoy
challenges and coaching employees.
• The Blake-Mouton Managerial Grid model is one of several assessment tools,
such as the well-known Myers-Briggs Type Indicator personality inventory, that
businesses can utilize to evaluate managers and leaders.
• The managerial grid, which is also known as the leadership grid, can help
managers understand their management strengths and shortcomings, an
understanding that allows managers and their supervisors and HR partners to
identify needed training and support to drive improvement.

24. What makes an excellent manager?
While there is no single metric or leadership skill that define a great
team manager, there are several defining aspects of a well-working
team that showcase strong leadership.
Successful management is when everyone has:
* A clear understanding of their own responsibilities
* A desire to achieve team and organizational goals
* Regular check-ins by managers and supervisors
* An excellent manager also makes time to listen to and carry out
employee feedback as needed, lead by example—whether that’s
through showing a good work life balance or getting tasks done on
time—and stay transparent on their own work challenges and how
they’ll solve them.

25. Managing Team effectively
1. Team management can lead
to happier employees
2. More productive employees
3. It can reduce employee
turnover
4. Delegate with care
5. Provide constructive feedback
and recognition
6. Overcome remote work
challenges

26. 1. Team management can lead to happier employees
It’s part of a team leader or manager’s role to ensure employees feel good about
where they work, as it can have a positive impact on the business’s success.
For example, when companies effectively manage teams and employees feel happy
and valued, their market value and financial performance can increase, employee
retention levels can rise, there’s often a higher-quality of customer service, and as a
result, customers become more loyal.
To increase employee happiness, managers can:
Encourage and then act on employee feedback – following through with acting on
feedback shows team members that their voice matters.
Prioritize work life balance – Overworked employees are in danger of burnout.
Encourage employees to leave the office on time, or if the business allows, follow a
more flexible work schedule, so employees can have more say over start and end
times.
Be transparent – openly communicate about mistakes, shortcomings, what you
learned, results, and more with employees. Open communication goes a long way in
making team members feel valued. Even sharing team management plans can
provide meaningful context.

27. Responsibilities of a Leader
• Ensuring the team remains focused on the shared goal and encouraging their
commitment toward achieving it
• Supporting the well-being and professional development of each team
member
• Communicating to ensure that everyone understands their roles and
responsibilities and works together on the same objectives
• Collaborating with the management to align team goals with organizational
objectives
• Cultivating a positive work environment that encourages creativity,
productivity, and engagement among team members
• Recognizing and rewarding hard work and achievements to encourage
continued motivation and performance
• Continuously seeking opportunities for improvement and growth—both for
the team and for individual team members

28. Types of Leadership Roles
1. Manager
Great managers are great leaders. A manager oversees daily operations to refine and optimize
processes, systems, and structures. To achieve organizational goals, a manager defines objectives and
targets for their team and coordinates with upper management. Moreover, they assign duties,
provide resources, and supervise work to ensure execution. In fact, successful managers possess a
diverse skill set, including problem-solving, decision-making, and delegation: All these are necessary
to carry out their role successfully.
2. Coach
This is a crucial leadership role that involves guiding individuals or teams to reach their full potential.
An effective coach helps team members identify their strengths, set SMART Goals, and develop
strategies to overcome obstacles and succeed. They provide feedback and support, encouraging
continuous learning and growth. To excel as a coach, developing active listening, empathy, confidence,
and communication is essential. Coaches can help others succeed by focusing on continuous learning,
development, and building strong relationships with team members.
3. Influencer
Effective leadership involves constantly influencing others in a positive way to achieve shared goals.
An influencer can inspire and motivate others to work towards a common goal. A leader should
develop a strong voice, empathy, and emotional intelligence skills to be an efficient influencer. They
should be able to articulate their vision clearly and tailor their message to resonate with their
audience. Additionally, influencers should be able to identify what motivates and inspires their team
members and adjust their leadership style accordingly.

29. 4. Innovator
Good leaders continuously strive to improve existing work processes and bring value to the business. Innovators drive change
and create new opportunities through creativity, experimentation, and calculated risk-taking. They identify new trends and
technologies and collaborate with teams and departments to bring their ideas to life. This role requires skills in creativity,
persuasion, problem-solving, and networking.
5. Strategist
A strategist is one of the vital leadership roles responsible for the growth of any organization. Strategists analyze market
trends and data to identify opportunities and threats and create comprehensive plans to achieve their objectives. They
determine the team’s overarching goals and share them with their team. A good strategist must possess strong analytical and
critical thinking, data analysis, and creativity skills.
6. Communicator
Effective communication skills are crucial for any leader. Verbal and written communication skills enable leaders to express
their thoughts, ideas, and emotions clearly through various channels. A good leader must deliver clear, concise, and
compelling messages to various stakeholders, including presentations and reports. Effective communication helps build trust,
resolve conflicts, understand perspectives, and make informed decisions. All these aid an organization’s success.
7. Motivator
Motivating and inspiring team members are crucial leadership roles for creating a successful and engaged team. An effective
motivator can inspire employees to work harder, produce better work, and take on more responsibility in the workplace. By
cultivating a positive work culture and achieving team goals, a leader who motivates and inspires their team can contribute to
the success of the organization as a whole.
8. Delegator
Delegation is an important leadership role where the leader has to assign tasks and responsibilities to the team based on
their strengths and abilities. A good delegator can enhance productivity and provide opportunities for professional growth.
Furthermore, delegating tasks also saves leaders’ time and helps them focus on high-priority tasks while empowering others
to take more responsibility. It builds trust and fosters a sense of ownership among team members, which can result in a more
engaged and motivated team.

30. Manage colleagues more effectively.
• Communicate effectively: Effective communication is the cornerstone of any successful
relationship, including professional ones. Communicate clearly and consistently with your
colleagues. When communicating, be sure to listen actively and provide feedback. Always
be open and transparent with your colleagues, and avoid any passive-aggressive behavior or
hidden agendas.
• Build trust: Trust is critical to effective management of colleagues. Building trust requires
consistency, transparency, and a willingness to be vulnerable. Be reliable, honest, and
consistent in your behavior. Make sure to follow through on your commitments and deliver
on your promises.
• Show respect: Respect is another essential element of effective management of colleagues.
Show respect for your colleagues' opinions, ideas, and experiences. Avoid interrupting or
talking over your colleagues. Value diversity and create an inclusive workplace that values
different perspectives.
• Foster a positive work environment: A positive work environment can enhance motivation,
engagement, and productivity. Encourage teamwork, collaboration, and a sense of
belonging. Make sure to celebrate successes and acknowledge hard work. Provide
constructive feedback to help your colleagues grow and develop professionally.

31. • Manage conflicts: Conflict is a natural part of working in teams, and effective
management requires that you be able to manage conflicts in a constructive
manner. Address conflicts as soon as they arise and seek to understand the root
causes. Listen to all parties involved and aim to find a mutually acceptable
solution.
• Lead by example: Effective management of colleagues requires you to lead by
example. Be a role model for your colleagues by demonstrating the behavior and
attitudes you want to see in your team. Set clear expectations and communicate
them effectively. Be proactive and take ownership of your work.
• Develop your emotional intelligence: Emotional intelligence is the ability to
identify and manage your own emotions and those of others. Developing
emotional intelligence can help you manage your colleagues more effectively by
enhancing your ability to communicate, build relationships, and manage
conflicts. Consider taking courses, reading books, or seeking out a mentor to
help you develop your emotional intelligence.
In conclusion, managing your colleagues effectively requires you to communicate
effectively, build trust, show respect, foster a positive work environment, manage
conflicts, lead by example, and develop your emotional intelligence.

32. Contingency theory of leadership
The contingency theory of leadership
effectiveness states that leadership styles
are dependent on the situation.
When determining distinct leadership
styles, contingency theory highlights three
main factors. They are as follows:
• Traits.
• Behavior.
• Situation.
Practising the contingency leadership style
involves examining the situation first, then
adjusting your response as a leader
according to that context (or changing the
person in charge of leading to best suit the
situation).

33. Understanding the contingency theory of
leadership
The contingency theory of leadership states that effective leadership is contingent
upon the situation at hand. Essentially, it depends on whether an individual's
leadership style befits the situation. According to this theory, someone can be an
effective leader in one circumstance and an ineffective leader in another.
This theory ignores the false dichotomy that someone is either a "good" or "bad"
leader. Instead, it focuses on matching the right leadership traits to the situation.
This theory of leadership accommodates the reality that success in an undertaking is
often a combination of the attributes of the leader and the attributes of the
challenge. "Good leadership" is contingent upon how one responds to the situation.
1. The very first contingency theory was developed by Austrian psychologist Fred E.
Fiedler in the 1960s. Fiedler's model continues to be one of the leading contingency
leadership theories.

34. 2. Leadership Style
To identify your leadership style, you must first identify the co-worker you enjoy working with the least. Then,
rate that co-worker based on a series of adjectives laid out in the Least Preferred Coworker (LPC) scale.
If you rate your LPC highly, you’re a relationship-oriented leader. You see the best in people, even those you
don’t particularly like.
If you rate your LPC less favourably, you’re a task-oriented leader. You struggle to see certain people’s
contributions because you value efficiency and effectiveness over other vital attributes.
3. Situational Favourableness
The next step is evaluating the favourableness of various situations. The favourability varies based on your
influence and power as a team leader.
Determine favourableness based on the following:
Leader-member relations: Does your team trust you? High levels of trust equal increased favourability.
Task structure: How clear is the task? High levels of clarity equal increased favourableness.
Position power: How much authority do you have over your team? You have a high level of authority if you
can administer rewards or punishments. The higher the position power, the more favourable the situation.
After you have evaluated the situation’s favourableness, you can decide if you’re the right fit to lead.
Task-oriented leaders typically do the best work in highly favourable and highly unfavourable situations.
Relationship-oriented leaders usually do the best work in moderately favourable situations.

35. 4. Path-Goal Model
The Path-Goal model involves identifying processes or paths that set team members up to meet
individual objectives or goals.
Leaders who practise this approach adjust their behaviours and expectations to encourage
maximum productivity. They must be very flexible and willing to meet each team member’s needs.
Those who practise the Path-Goal model will alternate between these four leadership approaches:
1. Directive Clarifying Leader
The leader tells employees what’s expected of them and tells them how to perform certain tasks.
This approach is the most effective when an employee’s role is unstructured, or the task is
ambiguous.
2. Achievement-Oriented Leader
The leader sets ambitious goals for employees, expects a high level of performance, and has
complete confidence in them and their abilities. This approach works well in environments that
attract high-achieving employees (hospitals, labs, law firms, etc.).
3. Participative Leader
The leader consults with their employees and asks for their input before making decisions. This
approach works well in environments where employees are personally invested in their work and
outcomes.
4. Supportive Leader
The leader is as concerned with employees’ mental health and well-being as they are with
productivity and results. This approach works well in stressful or mentally challenging
environments.

36. 5. Decision-Making Model
The Decision-Making model is also known as the Vroom-Yetton contingency model or the
Normative Decision Theory. It’s centred around the idea that decision-making is a crucial
component of effective leadership and determines the relationship between the leader and their
employees.
Leaders who practise the Decision-Making model demonstrate one of these five leadership styles:
Autocratic (A1)
Leaders believe they have all the information needed to make good decisions. They don’t need
any input from their team.
Autocratic (A2)
Leaders consult with their team as a group and then make the final decision alone.
Consultative (C1)
Leaders consult with their team members individually, consider everyone’s view, and then make
the final decision alone.
Consultative (C2)
Leaders consult at a broader level with team-wide meetings and then make the final decision
alone.
Collaborative (G2)
Leaders care about reaching a consensus. They organise meetings to discuss the situation and ask
every team member for their opinion. Then, everyone makes the final decision together by
voting.

37. How Do Contingency Theories Work
The various contingency leadership models mentioned above all centre around
the idea that the best leaders are adaptable. They understand that their
effectiveness is contingent upon their ability to read the room and adjust their
approach based on numerous factors, including the following:
• Team members’ maturity levels
• The relationship status between the leader and the team members (is it
positive or negative?)
• The clarity of the task
• The amount of personal power the leader possesses
• Organisational culture
• Amount of time available to complete a given task

39. Resistance to change
Resistance to change is unwillingness to adapt to new circumstances or
ways of doing things. It can happen with individuals, relationships, or
within organizations. There are many reasons for resistance, but at its
heart, resistance is rooted in fear of the unknown. People are
biologically wired to look for patterns and predictability, and any
uncertainty — even if it’s anticipated or positive — can trigger anxiety.

40. Major reasons for resistance to change
Resistance to change is common and can come in many forms. It can be subtle or overt, and it can be seen in both
individuals or groups of people. Some examples might be missed meetings, sarcastic remarks, criticism, nitpicking, or even
sabotage. The good news is, no matter what form it manifests, overcoming resistance to change is possible. However,
organizations need to first understand the causes of resistance to more effectively address it.
1. Lack of trust
One reason for resistance to change is a lack of trust in the leadership team or the company as a whole. A lack of trust can
have implications for turnover as well as employees giving leadership the benefit of the doubt when issues do arise.
Employees who resist a change initiative are often responding more to the person in the leadership position rather than the
change itself. This comes about if those in leadership positions have not yet earned the trust of the employees, like when
there is a new leader within the organization. It can also come about as a result of previous experiences that have caused
employees to distrust leadership.
Distrust of the organization as a whole can also occur if employees feel their organization does not do as they say they will,
changes too frequently, or employees generally don’t feel valued. The most highly rated and financially successful
companies are those that have the trust of their employees.
2. Poor communication
Lack of communication can greatly impact even the most well-thought-out and planned organizational changes. It is
important to cultivate a culture of transparency whenever feasible and to share information as often as possible with
employees, especially when trying to navigate a change. Without it, employees can become defensive, lack trust in
leadership, and not have adequate time to process the information, which leads to further pushback.
If employees are not given information in a timely manner, especially in the fast-paced world of social media,
misinformation and discontent can quickly spread through a workforce.

41. Minimize resistance to change
Now that we have looked at some of the reasons people resist change, let’s dive into some of the ways to overcome resistance to change,
and how to implement change successfully.
1. Communicate early and often
Let employees know about changes to the status quo as soon as possible. Do you have an employee that others gravitate to, or whose
opinions seem to carry more weight with their colleagues? Get buy-in from them and help them lead the changes you are hoping for. This
helps to build a bridge between employees and management.
Involving key stakeholders as part of the change, especially those that are trusted by colleagues, can help others adapt more readily. Share
whatever information you have with employees that you are free to share. If you are not sure of an answer or cannot answer, it is okay to
state that. You can say something like, “I don’t have that information” or “I’ll have to look into that” or even, “As soon as I can share that
information with you I will.”
When there is a lack of communication, people tend to fill the void with speculation. The more open and honest in your communication
with them, the less likely this is to happen.
2. Listen to employees
Listen to employees’ concerns, as there is a good chance that they are more in tune with a plan’s potential blind spots given their day-to-
day work. This also lets them know their opinions are valued by the company. While you do not have to incorporate all their ideas, listening
will help you identify what sources of resistance are coming up and address the root causes.
For example, perhaps employees are concerned about the timeline of the proposed changes. This is often a valid concern. If you can,
explain your decision-making processes. Looking at ways to address this with their buy-in, or more clearly articulating the rationale for that
timeline, can save time and money in the long run.
3. Educate employees on the value of the change
Organizations are generally trying to make things better, not worse, for their employees. Perhaps the old way of doing things presented a
potential safety issue, was ineffective or inefficient. Building a case for why change is necessary can help employees adapt to it more
readily, even in cases where they may not like it. How will this change impact them directly? Will the change effort make something easier,
better, or more efficient in the long run?

42. 4. Name emotions
When we name emotions, we move the emotional response from an internal state (which is harder to address) to something outside
the individual. Once feelings are out in the open they can be worked through.
In the case of organizational change, naming the fear, frustration, or anxiety that might be present can help employees work through
them faster. Try saying something like, “I’m noticing there might be some anxiety or concern about this change,” to help open up the
conversation. This gives permission to employees to also name their feelings about the change, which ultimately helps to give those
emotions less power to affect them.
Leaders do not need to spend endless hours processing emotions, but it is good practice to address the elephant in the room. It can
also provide valuable insights to leadership on what they need to address more proactively with employees.
5. Timing is everything
Things are always constantly changing and evolving with the passing of time. That said, within an organization, the timing of change
can be important. It isn't always possible, but sometimes it is best for organizations to methodically introduce change and wait until
that has stabilized before introducing further change. Even companies that are "good at change" sometimes need a pause.
Having a strategic plan in place that looks at the rollout of all known upcoming changes can help determine if any don’t have enough
time between them. Build in time leading up to the change, during the change, and following the change — asking for ample
feedback from employees along the way.
6. Provide ongoing support
Once a change has been made, make sure to follow up with employees as those changes roll out. Let them know that they continue
to be important partners in making effective changes that will stand the test of time. Provide training for any new skills needed to
make the change successful.
Recognizing both privately and publicly those that are helping facilitate the change or adapting to it, even in small ways, can further
create employee satisfaction with the changes.
7. Bringing it all together
Change can be hard for both employees and employers but with some planning and anticipation, it can be effectively managed.
Keeping communication flowing to and from leadership as well as ensuring that companies are listening to employees and their
concerns can help navigate any resistance to change that might arise along the way.

43. 3. Emotional response
Emotions are a part of any organization and those that are employed in them. Ignoring or avoiding emotions does not make themgo away. In fact,
they are sure to surface in other (often confusing or overwhelming) ways if not addressed proactively.
Common emotional responses to change are fear, uncertainty, and worry. Employees might not be able to articulate how they arefeeling. Or, they
may not want to say it to leadership. But we get a sense of more negative emotions may be seen through comments they make ornonverbal cues.
These signs of resistance might include eye-rolling or disengaging from conversations.
4. Fear of failure
Change can bring about a fear that it will be unsuccessful or that the individuals involved will personally fail as a result of the changes that were
made. Employees often worry this will negatively impact their performance reviews, their job security, and even have implications for pay. In turn,
this can lead to poorer outcomes at work, in both output and the quality of the work being completed.
Our minds are amazingly adaptive, but an individual’s brain can have a hard time focusing if fear of failure is a concern. This is because while some
parts of the brain are actively engaging with the new information, other parts of the mind are shutting down. Fear has both physical and mental
implications.
5. Surprises
Some people like to be surprised, but many do not — particularly when it comes to work. They want predictability, including the ability to schedule
their time accordingly. There is a natural law that explains this called homeostasis. It is the concept that there is a drive to get to a neutral or stable
place. Implementing change can disrupt this potential homeostasis, causing alarm bells to go off.
Most employees have families and responsibilities outside of work that they have to manage in addition to their jobs. How will this change impact
their lives both at work and outside of it? Are the deadlines or timelines for change manageable? Does it require a new skill set? Are they in danger
of losing their job?
6. Constant change
Organizations can sometimes overlook the need to space multiple changes out. If you are constantly changing programs, leadership, or systems,
employees are less likely to fully adapt to and accept future change. Furthermore, in a study that looked at change management in organizations,
employees who were going through changes currently or within the previous year were more likely to feel stressed out, have less trust in their senior
leaders, planned to find new jobs, and reported more health concerns. Timing of changes is important in order to minimize resistance to them.

45. Leadership Myths
• A position will make me a leader
• If I am not hearing anyone complain, everyone must be happy
• I can lead everyone the same way
• Leaders must be extroverts
• Leaders can’t show vulnerability
• Leaders have all the answers
• Great leaders are always in the spotlight
• Great leaders are born, not made

46. Group decision-making technique (Team Creativity)
Group decision-making techniques are different ways to approach making a
decision during a group discussion with your team. The group decision-making
process doesn’t need to be time-consuming nor exhaustive- it’s all about choosing
the right approach for the specific situation and an approach that fits well with
your team culture. You can engage decision-making groups when an outcome will
affect your entire team so that everyone’s opinion is considered and everyone’s
views on the matter are valued so that you can come to a final decision together.
By using a group decision-making technique, you’ll see engagement surge,
productivity rise, and issues be resolved with a lot more ease, especially among a
group of experts.
•Brainstorming
•The Delphi Method
•Weighted Scoring
•Nominal Group Technique

47. Brain Storming.
• Brainstorming is a method design teams use to generate ideas to solve clearly
defined design problems. In controlled conditions and a free-thinking
environment, teams approach a problem by such means as “How Might We”
questions. They produce a vast array of ideas and draw links between them to
find potential solutions.
• Brainstorming is part of design thinking. You use it in the ideation phase. It’s
extremely popular for design teams because they can expand in all directions.
Although teams have rules and a facilitator to keep them on track, they are free
to use out-of-the-box and lateral thinking to seek the most effective solutions
to any design problem. By brainstorming, they can take a vast number of
approaches—the more, the better—instead of just exploring conventional
means and running into the associated obstacles. When teams work in a
judgment-free atmosphere to find the real dimensions of a problem, they’re
more likely to produce rough answers which they’ll refine into possible
solutions later.

48. Brainstorming may seem to lack constraints, but everyone must observe eight house rules
and have someone acting as facilitator.
• Set a time limit – Depending on the problem’s complexity, 15–60 minutes is normal.
• Begin with a target problem/brief – Members should approach this sharply defined
question, plan or goal and stay on topic.
• Refrain from judgment/criticism – No-one should be negative (including via body
language) about any idea.
• Encourage weird and wacky ideas – Further to the ban on killer phrases like “too
expensive”, keep the floodgates open so everyone feels free to blurt out ideas (provided
they’re on topic).
• Aim for quantity – Remember, “quantity breeds quality”. The sifting-and-sorting process
comes later.
• Build on others’ ideas – It’s a process of association where members expand on others’
notions and reach new insights, allowing these ideas to trigger their own. Say “and”—
rather than discourage with “but”—to get ideas closer to the problem.
• Stay visual – Diagrams and Post-Its help bring ideas to life and help others see things in
different ways.
• Allow one conversation at a time – To arrive at concrete results, it’s essential to keep on
track this way and show respect for everyone’s ideas.

49. The Delphi Method
The Delphi technique is a good option when you need to reach a group
consensus for a major decision. This group decision-making process
takes all of the ideas generated by your team and compiles them for
the leader of the group to break down into a smaller list of possible
approaches. Those fewer options are then taken back to the group for
further discussion and collective consideration. Essentially, the choices
are condensed until a majority decision can be made. The idea is that
when there are fewer options available a decision is reached with much
more ease and with collective agreement from you and your team
members.

50. Weighted Scoring
Weighted scoring is ideal to use in a situation where your team has
many ideas for possible solutions but have not necessarily considered
the implications of each decision thoroughly. The weighted scoring
technique is founded on the idea that certain ideas or approaches may
be riskier than others and therefore their implications need to be
considered. Each item is evaluated against criteria such as the business
value, costs, risks, and adoption. Each of these criteria is assigned a
score based on the weighting (impact) of them. You’re looking for an
approach that will score high in business value, high in adoption, score
low in cost, and low in risk. After weighing each idea, you can tally up
the scores to make an informed team decision.

51. Nominal Group Technique
The nominal group technique builds on the brainstorming discussion by
including a voting process at the end. Not only does each group
member cast a vote, but each person is given the opportunity to also
give an explanation as to why they voted for whichever decision or
option and why they feel as if it’s the best choice. Depending on the
topic of discussion, there are a few different ways that you can use the
nominal group technique. If the topic is more sensitive or
controversial, you may want to engage your team with a survey with
the option to remain anonymous. Otherwise, this technique can be
used during your meeting in an open discussion.

52. Tata Group is a large Indian conglomerate with a wide range of businesses. Over the years, the
company has had several leaders who have implemented various strategies to drive the group's
growth and success. Here are a few examples of Tata Group bosses and their strategies:
Ratan Tata: Ratan Tata was the chairman of Tata Group from 1991 to 2012. Under his leadership,
the company expanded its international presence and diversified into several new sectors,
including telecom, retail, and hospitality. He also initiated several social responsibility programs,
such as the Tata Nano project, which aimed to create a low-cost car for the masses.
Cyrus Mistry: Cyrus Mistry was the chairman of Tata Group from 2012 to 2016. During his
tenure, he focused on streamlining the company's operations and reducing debt. He also
initiated several divestments and mergers, including the acquisition of British luxury carmaker
Jaguar Land Rover.
Natarajan Chandrasekaran: Natarajan Chandrasekaran is the current chairman of Tata Group,
having taken over in 2017. He has focused on leveraging digital technologies to drive innovation
and growth across the company's businesses. He has also implemented several restructuring
measures to improve efficiency and profitability.
In summary, Tata Group bosses have implemented various strategies over the years, ranging
from diversification and international expansion to cost-cutting and digital transformation. These
strategies have enabled the company to adapt to changing market conditions and stay ahead of
the competition.