2. What is a TEAM?
• A group can be defined as two or more
interacting and interdependent individuals
who come together to achieve particular
objectives. A group behavior can be stated as
a course of action a group takes as a family.
3. Types of Groups
• Formal Groups-These are the type of work groups created
by the organization and have designated work assignments
and rooted tasks. The behavior of such groups is directed
toward achieving organizational goals.These can be further
classified into two sub-groups −
• Command group − It is a group consisting of individuals
who report directly to the manager.
• Interest group − It is a group formed by individuals working
together to achieve a specific objective. Example − A group
of workers working on a project and reporting to the same
manager is considered as a command group. A group of
friends chilling out together is considered as interest group
or say members of a club.
4. • Informal Groups-These groups are formed
with friendships and common interests. These
can be further classified into two sub-groups −
• Task group − Those working together to finish
a job or task is known as task group.
• Friendship group − Those brought together
because of their shared interests or common
characteristics is known as friendship group
5. Why Do People Join Groups
• Security mirrors strength in numbers. Status pinpoints a prestige that
comes from belonging to a specific group. Inclusion in a group is
considered as important because it provides recognition and status.
• Self-esteem transmits people's feelings of self-worth. Membership can
sometimes raise feelings of self-esteem like being accepted into a highly
valued group.
• Affiliation with groups can meet one's social needs. Work groups
significantly contribute to meet the need for friendships and social
relations.
• Groups represent power. What mostly cannot be achieved individually
becomes possible with group effort. Power might be aimed to protect
themselves from unreasonable demands. Informal groups provide options
for individuals to practice power.
• People may join a group for goal achievement. Sometimes it takes more
than one person to accomplish a particular task.
6. Kinds of People in Group
• Aggressor − The one who devalues others,
attacks ideas.
• Blocker − The one who disagrees and rebels
beyond reason.
• Dominator − The one who insists superiority to
manipulate.
• Cavalier − The one who takes part in a group non-
productively.
• Avoidance − The one who shows special interest
to avoid task.
7. Case Study
• Let us understand group behavior with the help of an example.
• To work on a specific project, we make a group of 4 members:
Rohit, Raj, Sid, and Rahul. It is not possible for any one of them to
complete the project individually as it may be time consuming as
well as not all the members as individuals have mastered the skills
required to complete the project. This indicates the need to come
together as a group.
• Moving ahead, let us specify their roles. Rohit is the initiator, as he
proposes the idea of the project, Raj collects all the information and
resources required for the project and becomes the informer, Sid is
the clarifier as he interprets the data and saves refined information,
and Rahul is the summarizer as he concludes the result of the
project that is what do we achieve by the end of our project. These
are the task-oriented roles.
8. • When a group of people come together and present their ideas there is a
fair chance of collision. Rohit tries to resolve all the disagreements and
disputes in the first place and acts as a harmonizer, Sid makes sure that
everybody is giving their full support and effort in the project and acts as a
gatekeeper, Raj is the one encouraging everyone and motivating them
when they fail to try harder to complete the project and is the encourager,
while Rahul tests the project at each stage and examines the major
decision to be made and is the consensus tester. These are the
relationship-oriented roles of each member.
• Individually, each of them have different tasks to fulfill. Rohit tries to be
the group leader and impose his ideas on others and we consider him as
the dominator, Rahul is always up with excuses to avoid the task given to
him and acts as avoider, Raj is the one who opposes everything but is
never up with some new idea and becomes the blocker, while Sid takes
part in every group activity in a non-productive way and becomes the
cavalier.
9. Nature of Teams
• Clear Direction: Clear direction means that the teams is
given a clear and distinct goal. The teams may be
empowered to determine how to achieve that goal, but
management, when forming the team, generally sets the
goal. A clear direction also means that term outcomes are
measurable.
• Clear Responsibilities: Clear responsibilities means that
each team member understands what is expected of her or
him within the teams. The role must be clear and
interesting to the team members.
10. • Knowledgeable Members: An effective team will be
comprised of individuals who have the skills and
knowledge necessary to complete the team’s task.
Cooperation is essential at an early stage in
inventorying the skills and knowledge each member
brings to the team, and working to determine how to
utilize those skills to accomplish the teams task.
• Reasonable Operating Procedures: It need a set of
rules by which they operates.
11. • Interpersonal Relationship: They are composed of
diverse individuals, each of whom comes to the team
with his or own set of values. Understanding and
celebrating this diversity helps to make a stronger,
more effective teams.
• Sharing Success and Failures: Everyone wants to feel
appreciated. Within a team, members should be
willing to express their appreciation, as well their
criticisms, of others efforts.
12. Importance of Teams
• Improved Employee Motivation.
• Positive Synergy.
• Satisfaction of Social Needs.
• Commitment to Team Goals.
• Improved Organizational Communication.
• Benefits of Expanded Job Training.
• Organizational Flexibility.
13. What is Team Building ?
• Team building refers to the various activities
undertaken to motivate the team members
and increase the overall performance of the
team. You just can’t expect your team to
perform on their own. A motivating factor is a
must. Team Building activities consist of
various tasks undertaken to groom a team
member, motivate him and make him perform
his best.
14. • We all are human beings and love
appreciation. Any individual performing
exceptionally well must be appreciated well in
public. He feels happy and motivated to
perform even better the next time. If any
team member has come out with a unique
idea; treat him with any thing that makes him
happy. Never criticize any team member or
demotivate him if he has failed to perform.
Ask him to “Buck up”.
15. Need for Team Building - Why Team Building ?
• Team Building activities are of utmost importance as
they help in the overall development of the team
members and in turn improving the team’s
performance. It also strengthens the bond among
the employees and they feel motivated to work and
achieve the targets. Some kind of team building
activities must be undertaken from time to time to
encourage the team members to work hard and
realize their dreams.
16. Characteristics of Effective
Teamwork
• Clear direction- Sometimes, organizations are
in such a hurry to move on their projects that
they pull together groups of people without
first deciding on the goals and desired
outcomes. So decide on team goals and
desired outcomes first. Use it for clear
direction for the team you select. Start at the
end point: What is the outcome you want and
why? Leave the team flexibility to develop the
best way to get there.
17. • Open and honest communication- In any team,
communication is crucial to building a sense of
camaraderie between members. The manner of
communication — how freely and frequently team
members communicate — determines the
effectiveness of the team. Put simply, the more freely
you talk to your fellow team members, the more
comfortable you are in sharing insights and ideas.
This is just one major reason why modern businesses
emphasize communication and collaboration tools.
18. • Support risk taking and change- Good teams
support appropriate risk taking and experimentation
for change. They look on first time mistakes as
opportunities for learning.
• Defined roles- Roles might shift somewhat once the
team is assembled, but understand the skill sets and
thinking styles are needed on the team. If a team
needs to develop a new product for market, that
team will need a detail-oriented person (the task-
master), who is methodical and can keep the team
on track.
19. • Mutually accountable- Teams accept
responsibility as individuals and as a team.
They don’t blame one another for team
mistakes and failures. No one should spend
any time, useless time, in personal
justifications. They should celebrate their
successes together and recognize special
performances and contributions that each
team member makes to the total work of the
team.
20. • Communicate freely- In any team,
communication is crucial to building a sense of
camaraderie between members. The content
of the communication is rather irrelevant, as
researchers at MIT’s Human Dynamics
Laboratory have shown. Rather, the manner of
communication — how freely and frequently
team members communicate — determines
the effectiveness of the team.
21. • Common goals- A chief characteristic of any
successful team is that members place the
common goal above individual interests.
While scaling individual targets is great for
personal morale, teams succeed when they
understand, appreciate and work with a
common purpose.
22. • Encourage differences in opinions- Agreeing on a
common goal is essential. But it shouldn’t come at
the cost of suppressing alternative ideas and
opinions. Having divergent opinions within a team
enhances team performance; a diverse team is its
competitive advantage.
• Diverse opinions stir imagination and new ideas.
Imagination and new ideas stir creativity. Unless the
status quo is threatened and questioned, you won’t
find those crucial “out of the box” ideas.
23. What is Leadership?
Leadership is a process of social influence, which
maximizes the efforts of others, towards the achievement
of a goal.
• Leadership stems from social influence, not authority or
power
• Leadership requires others, and that implies they don’t
need to be “direct reports”
• No mention of personality traits, attributes, or even a
title; there are many styles, many paths, to effective
leadership
• It includes a goal, not influence with no intended
outcome
24. • Share Their Vision- A leader with vision has a
clear idea of where they want to go, how to
get there and what success looks like. Be sure
to articulate your vision clearly and
passionately, ensuring your team understands
how their individual efforts contribute to
higher level goals. Personally working toward
your vision with persistence, tenacity, and
enthusiasm will inspire and encourage others
to do the same.
25. • Lead By Example- As a leader, the best way to
build credibility and gain the respect of others
is to set the right examples. Demonstrate the
behavior that you want people to follow. If
you demand a lot of your team, you should
also be willing to set high standards for
yourself. Aligning your words and actions will
help to build trust and make your team more
willing to follow your example.
26. • Demonstrate Integrity- A leader with integrity draws
on their values to guide their decisions, behavior, and
dealings with others. They have clear convictions
about what is right and wrong and are respected for
being genuine, principled, ethical and consistent.
They have a strong sense of character, keep their
promises, and communicate openly, honestly and
directly with others. Displaying integrity through your
daily actions will see you rewarded with loyalty,
confidence, and respect from your employees.
27. • Communicate Effectively- The ability to
communicate clearly, concisely and tactfully is a
crucial leadership skill. Communication involves
more than just listening attentively to others and
responding appropriately. It also includes sharing
valuable information, asking intelligent questions,
soliciting input and new ideas, clarifying
misunderstandings, and being clear about what you
want. The best leaders also communicate to inspire
and energize their staff.
28. • Make Hard Decisions- To be an effective leader, the
ability to make fast, difficult decisions with limited
information is critical. When facing a tough decision,
start by determining what you are trying to achieve.
Consider the likely consequences of your decision
and any available alternatives. Make your final
decision with conviction, take responsibility for it and
follow it through. Being a resolute and confident
decision-maker will allow you to capitalize on
opportunities and earn the respect of your team.
29. • Recognize Success- Frequently and
consistently recognizing achievement is one of
the most powerful habits of inspiring leaders.
For people to stretch themselves and
contribute their best efforts, they need to
know their work will be valued and
appreciated. Find ways to celebrate the
achievements of your people, even if it’s
through a simple ‘well done.’ As well as
boosting morale, it will also strengthen their
31. Democratic Leadership
(Commonly Effective)
• Democratic leadership is exactly what it sounds like -- the
leader makes decisions based on the input of each team
member. Although he or she makes the final call, each
employee has an equal say on a project's direction.
• Democratic leadership is one of the most effective leadership
styles because it allows lower-level employees to exercise
authority they'll need to use wisely in future positions they
might hold. It also resembles how decisions can be made in
company board meetings.
• For example, in a company board meeting, a democratic
leader might give the team a few decision-related options.
They could then open a discussion about each option. After a
discussion, this leader might take the board's thoughts and
feedback into consideration, or they might open this decision
32. Autocratic Leadership
Rarely Effective
• Autocratic leadership is the inverse of democratic
leadership. In this leadership style, the leader makes
decisions without taking input from anyone who
reports to them. Employees are neither considered
nor consulted prior to a direction, and are expected
to adhere to the decision at a time and pace
stipulated by the leader.
33. • An example of this could be when a
manager changes the hours of work shifts for
multiple employees without consulting
anyone -- especially the effected employees.
• Frankly, this leadership style stinks. Most
organizations today can't sustain such a
hegemonic culture without losing employees.
It's best to keep leadership more open to the
intellect and perspective of the rest of the
team.
34. Laissez-Faire Leadership
Sometimes Effective
• The French term "laissez faire" literally translates to "let
them do," and leaders who embrace it afford nearly all
authority to their employees.
• In a young startup, for example, you might see a laissez-
faire company founder who makes no major office policies
around work hours or deadlines. They might put full trust
into their employees while they focus on the overall
workings of running the company.
• Although laissez-faire leadership can empower employees
by trusting them to work however they'd like, it can limit
their development and overlook critical company growth
opportunities. Therefore, it's important that this leadership
style is kept in check.
35. Strategic Leadership
Commonly Effective
• Strategic leaders sit at the intersection between a
company's main operations and its growth
opportunities. He or she accepts the burden of
executive interests while ensuring that current
working conditions remain stable for everyone else.
• This is a desirable leadership style in many
companies because strategic thinking supports
multiple types of employees at once. However,
leaders who operate this way can set a dangerous
precedent with respect to how many people they can
support at once, and what the best direction for the
company really is if everyone is getting their way at
36. Transformational Leadership
Sometimes Effective
• Transformational leadership is always "transforming" and
improving upon the company's conventions. Employees might
have a basic set of tasks and goals that they complete every
week or month, but the leader is constantly pushing them
outside of their comfort zone.
• When starting a job with this type of leader, all employees
might get a list of goals to reach, as well as deadlines for
reaching them. While the goals might seem simple at first,
this manager might pick up the pace of deadlines or give you
more and more challenging goals as you grow with the
company.
37. • This is a highly encouraged form of leadership
among growth-minded companies because it
motivates employees to see what they're
capable of. But transformational leaders can
risk losing sight of everyone's individual
learning curves if direct reports don't
receive the right coaching to guide them
through new responsibilities.
38. Transactional Leadership
Sometimes Effective
• Transactional leaders are fairly common today. These
managers reward their employees for precisely the work they
do. A marketing team that receives a scheduled bonus for
helping generate a certain number of leads by the end of the
quarter is a common example of transactional leadership.
• When starting a job with a transactional boss, you might
receive an incentive plan that motivates you to quickly master
your regular job duties. For example, if you work in marketing,
you might receive a bonus for sending 10 marketing emails.
On the other hand, a transformational leader might only
offer you a bonus if your work results in a large amount of
newsletter subscriptions.
39. • Transactional leadership helps establish roles
and responsibilities for each employee, but it
can also encourage bare-minimum work if
employees know how much their effort is
worth all the time. This leadership style can
use incentive programs to motivate
employees, but they should be consistent with
the company's goals and used in addition
to unscheduled gestures of appreciation.
40. Coach-Style Leadership
Commonly Effective
• Similarly to a sports team's coach, this leader focuses
on identifying and nurturing the individual strengths
of each member on his or her team. They also focus
on strategies that will enable their team work better
together. This style offers strong similarities to
strategic and democratic leadership, but puts more
emphasis on the growth and success of individual
employees.
• Rather than forcing all employees to focus on similar
skills and goals, this leader might build a team where
each employee has an expertise or skillset in
something different. In the longrun, this leader
41. • A manager with this leadership style might
help employees improve on their strengths by
giving them new tasks to try, offering them
guidance, or meeting to discuss constructive
feedback. They might also encourage one or
more team members to expand on
their strengths by learning new skills from
other teammates.
42. Bureaucratic Leadership
Rarely Effective
• Bureaucratic leaders go by the books. This style of
leadership might listen and consider the input of
employees -- unlike autocratic leadership -- but the
leader tends to reject an employee's input if it conflicts
with company policy or past practices.
• You may run into a bureaucratic leader at a larger, older,
or traditional company. At these companies, when a
colleague or employee proposes a strong strategy that
seems new or non-traditional, bureaucratic leaders may
reject it. Their resistance might be because the company
has already been successful with current processes and
trying something new could waste time or resources if it
doesn't work.
43. • Employees under this leadership style might
not feel as controlled as they would under
autocratic leadership, but there is still a lack of
freedom in how much people are able to do in
their roles. This can quickly shut down
innovation, and is definitely not encouraged
for companies who are chasing ambitious
goals and quick growth.
