It is easy to get the players. Getting them to play together, that's the hard part. Therein lies the importance of leadership, as leadership resides in the functions and not a particular person. It is also true that a manager manages but a leader leads.

1. 6/11/2014
Leadership and Team Building
“It is easy to get the
players. Getting
them to play
together, that’s the
hard part.”
Presented by:
Man Mohan Joshi

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LEADERSHIP
 Related to:
 Motivation
 Process of communication
 A process through which one person
influences the behavior of others
 Process of leadership not separable from the
activities of groups
 Dynamic process
 Effective leadership two-way process

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Leadership – Meaning:
 “Getting others to follow”
 “Getting people to do things willingly”
 “The use of authority in decision making”
 Might be based on:
 A function of personality, or
 Can be seen as a behavioral category
 Leader’s ability to achieve effective
performance from others

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Leadership…
 Leadership is interpersonal influence which is
exercised in a situation and directed through
the communication process towards the
attainment of a specified goal:
 Associated with the willing and enthusiastic behavior
of followers
 Doesn’t necessarily take place within the hierarchical
structure
 Many operate as leaders without role definition
 Leader influences long-term changes in attitude
 Leadership an inspirational process

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Leadership Relationship
 A leader may be:
• Imposed
• Formally
appointed/elected
• Chosen informally
• Emerge naturally
 Leadership may be:
• Attempted –
individual exerting
influence over group
• Successful – bringing
about intended
behavior and result
• Effective – results in
functional behavior
and achievement of
group goals

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Leadership
May also involve:
 Exercise through greater knowledge /
expertise/reputation
 Personal qualities or charisma
 Manner of exercising authority
 Relationship of leader with the group
 Adoption of a particular style of
leadership

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Leadership
Dynamic form of behavior
Variables affecting leadership relationships:
 Characteristics of the leader
 Attitude, needs and other personal
characteristics of the group members
 Nature of the organization – purpose,
structure & tasks to be performed
 Social, economic and political environment

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Approaches to Leadership
 Qualities or traits approach:
• Focuses attention on person in the job
and not on the job itself
• Subjective judgment in determining
‘good’ or ‘successful’ leader
• List of possible traits too long

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Situational Approach
 Emphasis on the importance of professional
knowledge/technical expertise
 Focus on what the leader actually does rather
than on his personality characteristics
 Limitations – person with knowledge not
emerging a leader. No focus on interpersonal
behavior. Organization can’t wait for a leader
to emerge

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Functional or Group Approach
 Focus on functions of leadership
 Focus on content of leadership
Off-shoot is Action-oriented leadership
• Effectiveness dependent upon 3 areas of
need within the work group:
 Need to achieve common TASK
 Need for TEAM MAINTENANCE
 INDIVIDUAL NEEDS of group members

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TASK FUNCTIONS INVOLVE:
 Achieving the objectives of the work group
 Defining group tasks
 Planning the work
 Allocation of resources
 Organization of duties and responsibilities
 Controlling quality and checking performance
 Reviewing progress
 Maintaining morale and building team spirit

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Task Functions Involve
(contd.)
 Cohesiveness of the group as a working
unit
 Setting standards and maintaining
discipline
 Systems of communication within the
group
 Training the group
 Appointment of sub-leaders

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Individual Functions involve:
 Meeting the needs of the individual
members of the group
 Attending to personal problems
 Giving praise and status
 Reconciling conflicts between group
needs and needs of the individual

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EFFECTIVE LEADER
 Elicits contribution of group
members
 Draws out other leadership from
group
 All 3 needs are adequately met

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Interaction needs within the
group
Team maint.
needs
Individual
needs
Task
needs

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Functions and responsibilities
of leadership
 To meet 3 areas of needs – Task, Group,
Individual – certain leadership functions are
required
 Not all of these all of the time
 Leader needs:
 Awareness of group process, behavior,
content of discussion
 Understanding – need for particular
function
 Skill to do it effectively

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Range of General Functions
The leader as:
 Executive-coordinator of group activities
 Planner - both short and long term ways and
means to achieve ends
 Policy maker - setting up group goals
 Expert – source of ready information
 External group representative – incoming and
outgoing communication
 Controller of internal relations – determines
specific aspects of group structure

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Range of general functions (contd.)
 Purveyor of rewards and punishment –
control over group
 Arbitrator and mediator – controls
interpersonal conflicts
 Exemplar – setting example
 Symbol of the group – providing cognitive
focus and distinct identity
 Substitute for individual responsibility –
relieves individual member from personal
decision

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Range of general functions (contd.)
 Ideologist: source of beliefs, values,
standards of behavior
 Father figure – object for identification and
transference – positive emotional feelings
 Scapegoat – target for aggression and
hostility of group – accepting blame for
failure
Leadership resides in the functions and not a
particular person

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Styles of Leadership
 Authoritarian
style
 Democratic
style
 Laissez-faire
style
 Situational style

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Path Goal Theory
 Directive leadership
• Giving specific directions
• Expecting subordinates to follow
 Supportive leadership
• Friendly and approachable
• Concern for subordinates’ needs

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Path Goal Theory (contd.)
 Participative leadership
• Consulting subordinates
• Evaluating their suggestions before deciding
 Achievement oriented leadership
• Setting challenging goals
• Seeking improvement in performance
• Confidence in their ability

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Situational Leadership Model:
Combination of
 Task behavior:
• Provides direction
• Sets goals
• Defines their roles
• Directs how to
undertake roles
 Rational behavior
• Two way
communication
• Listens to group
• Provides support &
encouragement

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Situational Leadership Model (contd.)
HIGH TASK LOW RELATIONSHIP
HIGH TASK HIGH RELATIONSHIP
LOW TASK HIGH RELATIONSHIP

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Characteristics of High
Performance Teams
 Set high output, high quality targets
and achieve them
 Gain a high degree of job satisfaction
 Co-operate well with one another
 Have leaders who are well-respected for
the example they set
 Are well-balanced with respect to the
roles people in relation to their skills

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Performance of High Performance
Teams (contd.)
 Have a high degree of autonomy
 Learn quickly from their mistakes
 Are client-oriented
 Have high problem-solving skills and
regularly review performance
 Are motivated

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Attributes of High
Performance Teams
 Participative leadership
 Shared responsibility
 Aligned purpose
 High communication
 Future focused
 Focused on task
 Creative talents
 Rapid response

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CO-OPERATION
Ref. To “Broken Squares” Exercise
 Some had more pieces, some less, yet all
squares were eventually of the same size.
What does it say about life?
 The more you grapple with your own
problems alone, the less you can cope with
them.
 Life demands that you sometimes give
without being asked.
 You need to keep on the look-out sometimes
at own cost.

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Co-operation has some
specific facts
 Each individual should understand the total
problem.
 Each individual should understand how he
can contribute towards solving the problem.
He must pay attention to the needs of others
and see how he can contribute.
 Each individual should be aware of the
potential of other individuals. Co-operation
means give and take.

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Co-operation has…..(cont.)
 There is a need to recognize the
problems of other individuals in order to
aid them in making their maximum
contribution.
 Groups that pay attention to their
problem-solving processes are likely to
be more effective than groups that do
not.

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Experiences from your own
life on a similar situation:
 What are the instances in which you can co-
operate?
 When is co-operation a must without which
you cannot proceed?
 What are the obstacles that you face in the
way of co-operation in your
organization/department?
 What concrete steps would you take to
enhance co-operation in your
organization/department?

32. For further information mail to:
manmohan.joshi@gmail.com
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