The document discusses the key attributes and skills needed for effective team leadership, including strong communication skills, organization, confidence, respect, fairness, integrity, influence, delegation, facilitation, and negotiation abilities. It also examines different types of teams like sports teams, teaching teams, and business teams, and how factors like environment, size, and member characteristics can impact team performance. Overall, the document provides an overview of important aspects of developing high-performing teams.

1. Exploring Team Development

2. Contents
• Introduction
• Team development
• Building Teams
• Effectiveness of teams

3. Introduction
This presentation will look in depth about what
makes a team, team development and will show
the effectiveness of different types of teams.
Further more there will be examples and
explanations that will break down team
leadership and team roles.

4. Team development
• Definition of a team; A group of people with a common
goal to complete a job, task or project.
• Examples of different types of business teams; Sports,
Teaching teams, Army, Religious teams and many more.

5. Types Of Teams
A team is a group of individuals working together to achieve a specific task or common
objective. There are many types of group not only restricted to the workplace. For example
there are local football teams in many areas that you may be supporters of.
Theories show that a collective approach to a task is highly effective. Having a team effort or
approach to a task is a very popular and used method in a work place to get business targets
achieved and tasks done.
The formation of a team is dependant on the goal or purpose. In workplaces there may be
selective teams that specify in a particular subject or skill that will work together on a chosen
project. This type of grouping is called an “informal team”.
A more formal team is also often used in the working environment where the productivity of
the team is decided by the pre-established norms and codes. An example of this would be a
football team where each player has a specific position that they play to entirely form a well
rounded complete football team.

6. Team
•A group of people working together to achieve a common objective.
Steps to a cohesive team:
•Team member selection
•Objective identification
•Keep communication open
•Promote trust
•Assist in conflict resolution
•Encourage feedback
•Time of fun
A successful cohesive team:
A cohesive team has well defined roles and group norms, common goals, a positive
team identity, a good working relationship, shared responsibility, respect, positive
energy, trust, a willingness to cooperate, unity, good communication, pride in
membership and synergy.
Cohesion
•Cohesion is the total field of forces which act on members to remain in a
particular group.
Cliches such as 'Together we stand/ divided we fall' ' There is no I in team' 'Players
play, teams win' show individuals the importance of team cohesion and bring
motivation to the team.

7. Team Recruitment:
Recruiting the right team members is the key to the success of your team. When the leaders of
any group recruit new members, there are a number of skills, qualities needed as well as a
process that each member has to go through in order for them to be an successful addition to
the team. This process is called job analysis from where a person specification is drawn up and
following all the qualifications and qualities that a new team member would be expected to
have.
The process of recruitment for a successful new team members selection.
Recruitment> selection> -training
•coaching
•mentoring
•motivation
The first steps to a successful recruitment > recruiting and selecting people who will be
good team players > training them, providing mentoring and coaching to help them to
perform better in the teams > creating your high-performance team.
reference: business BTEC national book1 level 3 , page 363

8. Primary factors that can impact on team performance
The Environment: teams that are closer to each other tend to be more cohesive and have a bigger
chance in increasing performance as they can communicate better and form a closer relationship.
Small or larger teams: there are bad and good aspects about this. For example smaller teams have a
better chance to interact more with each other as well as larger teams have a better chance on
doing the work quicker and share their tasks.
Personal characteristics/social backgrounds: the team is more likely to be cohesive if a larger
number of individuals share the same social background as there is a higher change in having the
same level of commitment and attitude to the work. People from different social backgrounds tend
to have different beliefs and attitudes sometimes benefiting the team; and sometimes having a bad
impact on the team confusion and disagreement can come up.
Age/Gender/Sexual Orientation/Religion: These are 4 of the most common factors that can affect a
team performing to its best. This is because each individual has different views and beliefs towards
these. Age can affect a team performance as if there is a big age difference between the team
members conceptions and thinking will differ completely and that would cause conflicts. Gender
also affects team performance because if for example the team is dominated by males the females
would feel inferior and unimportant as well as the other way round. Sexual orientation and religion
may be the biggest factors creating conflicts and affecting team performance because some
religions are very strict and differ from the rest and they may not support transsexuals or other
sexual orientation and may refuse to work in the same team.

9. Good teams set targets and performance indicators
In order to be able to achieve their goals and objectives, successful teams set targets and
performing indicators to help the measure their performance.
Performing indicators are measures that a company or industry uses to gauge or compare
performance in terms of meeting their strategic and operational goals.
For example a team effectiveness process indicator might be that 90 per cent of team
members attend meetings and that teams agree to arrive at a consensus view by voting
on issues where there is disagreement. reference: business BTEC level 3, page 370
Team performance indicators act as targets for teamwork.
Some example for targets measure by performance indicators are : the team meeting at
regular weekly intervals or everyone in the team having the chance to chair a team
meeting at least for once.
more example could be the team would increase their output by a x per cent per month;
each individual could do the same.
Examples from : business BTEC level 3 book1 , page 370

10. Belbin's Theory
The Belbins theory was adopted by Dr Meredith Belbin in the 1970s. The theory was about
observing teams, with a view of finding out where and how their differences come about.
He began to identify separate clusters of behavior, each of which formed distinct team Roles.
The 8 team roles of Belbins theory
•the chair
•the shaper
•the plant
•the monitor-evaluator
•the resource-investigator
•the company-worker
•the finisher

11. Applying Belbins Team roles to our own Team
Action Oriented Roles: Shaper>Implementer>Completer Finisher
Best candidates for this role from our team are Jannah and Daiana. This is because Daiana
and Jannah challenge the team to improve, put ideas into actions , ensure thoroughly ,
timely completion.
People Oriented Roles: Coordinator>Team Worker>Resource Investigator
The best candidates from our team for this roles are Ardisa and Lana. This is because both
members act as a chairperson, encourage cooperation and explore outside opportunities.
Thought Oriented Roles: Plant>Monitor-Evaluator>Specialist
For this particular roles the best candidates are Can and Jannah. This is because both
present new ideas and approaches, analyze the options and provide specialized skills.
Belbins Roles

12. Effectiveness of Different Teams
Teams help build and form every business and help aid
the company to achieve their aims and objectives.
They are created by effective leaders with vision and
ambition and hard working motivated team
members. Not all teams are the same there are a
variety of different team types to fit the purpose of
the business and job role. Examples of different
types of teams could be; a football team, a pop band
and a teaching team.

13. • The first example of a team that will be explored is a football team.
• This team is formed by eleven men strictly or women strictly and is
not a mixed gender team and a manager.
• The team represents the local area or country initially that is who
they are working for.
• The eleven team members all have the same skill which is to be
able to play football at an exceptional level but within this there are
players that are better at certain aspects of the sport than others
such as; defending, shooting, communication, coordination,
speaking skills (languages), health etc.
• Together they should form a well rounded team with each player
having a skill that will help them in the position they are given.
The image that is displayed is of Real Madrid; a
Spanish football team but what most people will
not notice is that not all the players are from
Spain or even Madrid in fact the most famous
player in the team Ronaldo is Portuguese.
Regardless of the differences this team is
successful for their ability to work together and
encourage the best out of each other entirely to
help the team win and prosper.

14. • The second example of a team is the business teaching team of
Westminster Kingsway College.
• This team is formed by one head of business (leader of the team), four
main teachers and several semi permanent teachers.
• The head of business controls and directs the four main teachers about
what they have to teach and the four main teachers will express this in
their classes. When on an occasion one of the four main teachers are
unable to attend a lesson one of the semi permanent teachers will replace
them and this is when the leader role is transferred to the main teachers
to direct the part time teachers to what they have to do.
• All the teachers that are employed have different skills that they specialise
in but will all relate to the business subject.
• Some teachers will have more experience than others for example the
four main teachers have been working at WKC a longer amount of time
than the replacement teachers therefore they are able to aid them with
problems to work efficiently and co-operatively making sure that the
lessons are not affected harshly by the absence of their usual teacher.
• The teaching staff work together to support each other and share skills
with each other to get the final result which is successful students.

15. Attributes and Skills needed from a leader
Definitions:
•Authoritarian leadership: The leadership style is in which the leader dictates policies and procedures,
decided what the goals are to be achieved. Also this person will direct and control all the activities
without and meaningful participation by the subordinates.
•Democratic leadership: This involves a team guided by a leader where every individuals are involved in
the decision-making process to determine what is going to be done and how it should be done. But the
group's leaders have the last word decision.
•Participative leadership: This is a way the leadership in which it involves subordinates in the goal
setting with the problem solving team building. As well as retain the final decision making authority.
•Laissez-faire leadership: This is a non- authoritarian leadership style. Laissez faire leaders are trying to
give the least possible guidance to subordinate and to try to achieve control through less obvious
means. They believe that when the proper excel when they are left alone to respond to their own
responsibilities and obligations in their own.
•Manager: The individual who are in charge of a certain group of tasks or the creative subset of a
company. The manager are often have staff of people who report to them.
•http://www.businessdictionary.com/definition/manager.html
•http://www.businessdictionary.com/definition/laissez-faire-leadership.html

16. Leader and manager and summaries the main
differences between the two.
•The leaders are often called brilliant and mercurial with great charisma. Yet they are also often
seen as the seen as loner and private people. They are the comfortable taking risks, sometimes
seemingly wild and crazy risks. Almost all leaders have high levels of imagination. But the
Managers tend to be the rational and under control problem solvers. Often focus on the goals
structures personnel and availability of resource. The managers personalities lean toward
persistence, strong will analysis and intelligence.
•The main focus for leaders is leading people but the main focus for managers is managing the
work.
•To approach the task for the leaders they simply look at the problems and devise new creative
solutions. By using their charisma and commitment they excite, motivate and focus others to
solve problems and excel. For the Manager to approach a task they create strategies, policies and
methods that create teams and ideas that combine to operate smoothly. They empower people
by soliciting their views, values and principle Believing that this combination educes inherent risk
and generates success.
•http://www.diffen.com/difference/Leadership_vs_Management

17. An effective team leader had a variety of traits and characteristics that encourage team
members to follow them. The team leaders naturally possess certain qualities, like
compassion and integrity, learning leadership skills through formal training experience. This
qualities of an effective team leader inspire the trust and respect of the team and stimulate
production within the workplace.
Leadership skills: Developing & learning business focused people development.
Communication: The effective team leaders communicate clearly. Qualities of this are
verbal and written communication skills that allow leaders to present expectations to team
members in a way workers can understand. The effective communication skills also allow
team leaders to listen to the in put of others.
Organization: The effective team leaders possess exceptional organizational skills. The
organizational skills help the team leaders plan objectives and strategies, which allow the
team members to perform optimally. The organized team leaders put the system in place
that maintain the order and guide that team members toward when meeting company goals
and objectives.
Confidence: An effective team leader is confident in his/her abilities, as well as the
confidence and the abilities of his/her team members. A confident leader is secure in the
decisions he/she makes that affect his/her team. The self confident team leaders also
reassures team members of his authority within the organization.
What skills and qualities that are needed to make a
good team leader.

18. Respectful: The quality of a respectful team leader of his/her team members. A respectful leader
empowers employees by encouraging them to offer ideas about the decisions that will affect them.
This will let team members know that the leaders respect their input and opinion.
Fair: The quality team leaders treat team members fairly. She/he is consistent with the rewards and
recognition as well as the disciplinary action. The fair leader ensures all employees receive the
same treatment.
Integrity: Team leaders effective honest and open with his/her team members. The leaders who
possess integrity that gain the trust of team members because he/she does what he/she says
he/she will do and treat others the same way he/she wants to be treated.
Influential: Leaders help inspire the commitment of team members to meet company goals and the
objectives influential leaders also help to manage change in the workplace by gaining the
confidence of workers through effective decision making and communication.
Delegation: Effective team leaders know how to share leadership through delegation. Bu delegating
certain tasks to trustworthy team members allowing the leaders to focus on improving workplace
functions and production.
Facilitator: The effective team leaders are powerful facilitators. as the facilitators that the team
leaders help the workers to understand their goals. Also help organize the action that are planned
to ensure team members meet their goals and objectives more efficiently.
Negotiation: The team leaders utilize negotiation skills to achieve results and reach the
understanding in the event of the workplace conflict. Team leaders who negotiate effectively
streamline the decision-making process, as well as they solve problems for the best interest of
everyone involved.