1. LEADERSHIP AND TEAMWORK Patrick McGarty

3. GROUP V TEAM - DIFFERENCES Working Group Team Strong, clearly focused leader Shared leadership roles Individual accountability Individual and mutual accountability The group’s purpose is the same as the broader organisational mission Specific team purpose that the team itself delivers Individual work-products Collective work products Runs efficient meetings Encourages open-ended discussion and active problem-solving meetings Measures its effectiveness indirectly by its influence on others Measures performance directly by accessing collective work-products Discusses, decides and delegates Discusses, decides, and does real work together

5. Team-Role Descriptions Team Role Contribution Allowance Weakness Plant Creative, imaginative, unorthodox. Solves difficult problems. Ignores Incidents. Too pre-occupied to communicate effectively Resource Investigator Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. Over-optimistic. Loses interest once initial enthusiasm has passed. Co-ordinator Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. Can be seen as manipulative. Offloads personal work.

6. Team Role Contribution Allowance Weakness Shaper Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. Prone to provocation. Offends people’s feelings. Monitor Evaluator Sober, strategic and discerning. Sees all options. Judges accurately. Lacks drive and ability to inspire others. Teamworker Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Indecisive in crunch situations.

7. Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993 Team Role Contribution Allowance Weakness Implementor Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. Somewhat inflexible. Slow to respond to new possibilities. Completer Finisher Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worry unduly. Reluctant to delegate. Specialist Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply. Contributes on only a narrow front. Dwells on technicalities.

9. Source Kotter J.P. A Force for Change: How Leadership Differs from Management, Free Press, New York, 1990 Leadership functions Management functions Creating an agenda Establishes direction: vision of the future, develops strategies for change to achieve goals Pans and budgets: decides actions and timetables, allocates resources Developing people Aligning people: communicates vision and strategy, influences creation of teams which accept validity of goals Organising and staffing: decides structure and allocates staff, develops policies, procedures and monitoring Execution Motivating and inspiring: energises people to overcome obstacles, satisfies human needs Controlling, problem solving: monitors results against plan and takes corrective action Outcomes Produces positive and sometimes dramatic change Produces order, consistency and predictability