Developing Leadership and a Team

Developing leash and a police squadWhat is Team?According to Dee Hock (1999), Founder and CEO Emeritus of Visa supranational says, Control is non leading management is not leading leading is leadinghiphip. If you seek to lead, invest at least 50% of your time jumper lead yourself for your own purpose, ethics, principles, motivation, and conduct. Invest at least 20% leading those with potentiality over you and 15% leading your friends. If you do not view you gain for your mislabelled subordinates, then you know nothing of leadership. You know only tyranny (an controlling power).Team DevelopmentParticipating in or observing the breeding of a grouping is absolutely interesting, sometimes it is disturbing, ofttimes both. So many an(prenominal) factors influence the process, whether the group is to run short face to face or electronically or in some combination of contexts.Developing by StagesIt is traditional to talk about phases of team beginment, if each group or team keeped a nice linear growth sequence. Most teams however, argon not that predictable. Each develops with its own process further each as well as manage issues that brings its members together, drive them apart, push them to satisfy stopping points, hold them book binding, move them forward. These issues scratch in different sequences for different teams, being aware of them can care to contribution leadership as we recognise the development issues in your team. catch the following phases not as specific periods save as development issues that vary from team to team.Phases as Development IssuesResearcher has noticed that short groups not teams proceed through orientation through groups, conflict, emergence of a proposed ratiocination and mutual reinforcement as well as fr eighter of the group to a decision (Fisher, 1970). Other observations concur similarly categorise stages as forming (orienting to one another), storming (conflicting), norming (becoming a team with processes for managing strife), fulfilling (getting the job done), and adjourning (saying superb bye). (Tuckman and Jenson, 1977). Source Self-Copied from http//www.jiscinfonet.ac.uk/InfoKits/infokit-related-files/tuckman-model-picDevelopmental Issues for Specific TeamThe developmental patterns just discussed to understand the processes a group might experience, but the most useful data is that how your team develops depends in part on its type and its purpose or purposes. Gersick (1988) observed real world project teams, fund raising committees, bodily and health care teams and university teams. All had specific projects and tasks, used shared leadership and met for an extended period of time. Gersicks observations directly relate to the kinds of teams most people experience, He found a general pattern 1. At their source run acrosss, teams activities change with their respective tasks 2. Several meetings dealt with conflicts, getting information, and working throug h issues 3. The mid particular crisis meeting was centre according to the teams purpose. Various teams dealt with decisions about goals, revising drafts of reports, outlining programs or managing conflicts. 4. After this transition, teams went through another series of meetings to work out lucubrate of their tasks. 5. This led to the final completion meeting, in which each team finalised its work according to the type and purpose of the team.Leadership skills, approaches and strategiesMost recently, two theories of leadership has emerged. Bass (1990) first distinguished between two of them transactional leadership, which exchanges respects for performance and transformational leadership, which elevates, touch offs, inspires and develops the team. Transactional leaders set goals, clarify desired outcomes, provide feedback and give subordinates rewards for good work. On the other hand, transformational leaders motivate their followers through more subtle- but really effective m eans and these strategies tend to result in laid-back worker satisfaction (Sparks and Schenk, 2001).The key achieving sustainable business success is to have excellence in leadership at all lead levels. Strategic, useable and team leaders need to work harmoniously together as the organisations leadership team.The most common and most expensive error that organisations are affect at present is to focus leadership development on their more senior managers, so that become their entire strategy. In doing, they are completely ignoring their team leaders. Yet it is the team leader who is closest to the customer. catch sure that the strategy embraces all three levels. thither is useful indication to be make between strategic thinking and strategic planning. Leadership strategy should evolve and guided by a small focus group as a part of overall business strategy. It should be longer term, for a strategy worth the name should be three dimensional Importance-it really has to matter long term- it takes time to grow trees multi factored-it takes more than one element or approach to enlighten strategy antithetic Leadership stylesThis style works just fine for a team of real experts who want to share leadership and charge ahead. For other teams, however, productivity, quality, affair and satisfaction suffer.Authoritarian (or autocratic) leadership is just what it sounds like. The despotic leader reserve tight control, runs meetings by the book, sets schedules, and may use coercive or reward power. Authoritarian leadership often increases productivity in the short term, but it also increases aggression and turnover rates among members. Some people couple authoritarianism with leadership, however and their expectations are met by an authoritarian leader. Democratic leadership fits the western ideal. The democratic leader ensures that everyone is heard, guides and facilitates discussion and decision qualification, and shares power. Democratic leaders do three eventful things. First, they make sure everyone in the group feels responsible for outcomes. Second, they enhance the groups feelings of empowerment. Finally, they create processes through which the team can make effective decisions. Overtime, each member in the group develops the expertise (and, hopefully, the desire) to perform these roles as well ultimately everyone can take turns serving as both leaders and followers. According to Likert, R. in 1961 distinguished between 4 key styles or frames of leadership. System 1 Exploitative autocratic- which is the essence of authoritarian style System 2 Benevolent authoritative- is basically paternalistic style. thither is a limited element of reward, but discourse is restricted. Policy is made at the top but there is some restricted charge with in strictly defined procedures. System 3 Participative-The leaser has some uncompleted confidence in subordinates, listens to them but controls decision making, motivates by reward and a lev el of involvement and will use the ideas and suggestions of subordinates constructively. System 4 Democratic- attention gives economic rewards, rather than pats on the head, utilises full group participation and involves teams in goal setting and improving work methods and intercourse flows up and down. There is a close psychological relationship between superiors and subordinates. Decision making is permitted at all levels and is integrated into the formal structure with reference to the organisational chart.He recognised that each style is relevant in some situations for sample in a crisis, a system 1 approach is ordinarily required. Alternatively when introducing a brand-new system of work, system 4 would be more effective. It shows that effective managers are those who adopt either a system 3 or a system 4 leadership style. two are seen as being based on trust and compensable attention to the needs of both the organisation and employees.Developing Leadership skillsIt is v ery easy to explain leadership, but it is hard to practise it. Action comes first in leadership and then skills. People always like to follow the good leaders because they trust and respect them, rather than following the leadership skills they have. Leadership depends on the skills of care but it is quite different from Management. Management really depends on the planning, society and communication skills. Leadership should have some(prenominal)(prenominal) type of qualities like integration, honesty, and commitment also have knowledge to share the ideas with his team members and mutual understanding, sincerity, passion.New and experienced leader alike, decision making has gown more complicated then ever. Leaders must make choices quickly often with the small information at hand. If we want to develop a greater tolerance for ambiguity and be willing to perpetually reinvent the way your teams operate. Also want to gather more input signal on key decisions from people at every level of your organisation, as well as learn how to assess the reasons behind a decision before taking the force and implementing it. In 1999, for example, management thinkers and executives from the private and non bring in sectors gathered at a conference summon by the midsection for Creative Leadership (CCL), a think tank in Greensboro, NC. The goal was to examine current leadership practices and needs. Participants focused on the fact that changing conditions in many organisations require leaders to develop new skills and perspectives.References courseballs.com Harvard Business School, (2005). Becoming an effective leader, Publish in USA ISBN 1-59139-780-9The Role of chat in Leadership Strategic communication has never been more important than it is today. Employees expect to know about their companys plans, and they assume that they will participate in their companys growth. That means that leaders must take communication a personal priority and drive its value throughout the organisation. Mai and Akerson argue that leadership communication is not simply a technical skill, but the critical leadership competency for guiding organisations through conditions of heightened transition and turmoil.Any competitive company they said has three critical goals To attract and retain talent To find a steady course through transitions To stay at the leading edge of its industry through constant innovation and renewal To accomplish these goals, leaders must do three key things1- Create a CommunityFirst leaders must be community developers, training trust and creating meaningful work environment. A direct approach often works well. Saturn, where plant or unit managers take the time to invite each new hire and explains the companys philosophy. Employees coming from organisations where they had never spoken one-on-one with a senior manager are pleasantly surprised by this. Such personalised face-to-face communication with employees conveys honesty and since rity. Transparent, honest communication is essential when leaders communicate candidly, employees are likely to reciprocate, extending confidence back to the company.2- Steer a Steady CourseLeaders should act as navigators, setting direction and instigating action, particularly during times of transition. At the annual meeting, the companys leaders met in groups to discuss the organisations future, stimulated by worksheets that provided them with information about deregulation across other industries, statistics and possible new company configurations. After the meeting leaders took the work sheets and held similar meetings of their own with in their individual divisions.3- blame to continual renewalCase Study of TescoTesco uses critical success factors as a basis for its management and leadership competencies. According to Helen Cecil, head of HR, the emphasis at senior management level is on developing leaders rather than managers. This aim, she says is based on the companys rec ognition that the difference we deliver to our customers is through our people. Management levels in stores have been reduced from seven or eight down to three and She also said that Staff now expects much more from managers. Managers have to be able to inspire, initiate change and motivate staff to deliver results. The company also recognises that the potential benefits of new technology, new management systems and new organisational structures cannot realise without effective leadership.Tesco is developing global leaders as the business becomes more international. The company uses business schools and external consultants, with in company assessment panels that identify future leaders whose development is focused on strategy, operations and human resource management.