Module IV -Team Leadership

7/24/2019 Module IV -Team Leadership

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Organizational Behaviour II

Team Group

Dynamics

Knowing

Doing

Being

Module 4: Understanding Leadership–

in team context



Course

Content

Module 1: Introduction & Beauty of Groups

Module 2: I in relation with Groups – FIRO and Sensitivity

Module 3: I in relation with Groups- Transaction Analysis, Mental Models, EQ

Module 4: Team Leadership

Module 5: Group Decision Making

Module 6: Team Conflict and Negotiations

Module 7: Team Productivity Lab

Module 8: Team Structure, Roles and Creativity

Module 9: Integrated Case Study

Module 10: Team Effectiveness & Conclusion



Module 4: Learning Objective

LEADERSHIP

IS“DAC “

Google search for leadership

About 61,60,00,000 results (0.74 seconds)



What makes leadership effective?



THE GREAT MAN THEORY

Leaders are born and are not made. Great leaders willarise when there is need.




THE TRAIT THEORY

People are born with particular traits. Some combination of

traits is suitable to become leader




THE SKILL THEORY

Leaders can be made. Successful leadership is based ondefinable technical/ personal skills.




THE BEHAVIOUR (STYLE) THEORY

Leaders can be made. Successful leadership is based ondefinable learnable behavior.

Concern for

Task

Concern for

People




THE SITUATIONAL (STYLE) THEORY

The best action of the leader depends on a range ofsituational factors




THE CONTINGENCY THEORY

Success of leadership depends upon fit between situationand leader’s style.

(Leader’s style is not flexible)




THE PARTICIPATORY (DECISION MAKING) THEORY

Involvement in decisions -

Not participative (autocratic )…to participative (democratic)




THE TRANSACTINAL LEADERSHIP THEORY

People are motivated by reward and punishment.(Contingent reward, Management by exception- active,

passive)




THE TRANSFORMATIONAL LEADERSHIP THEORY

Process where leaders and followers engage in a mutual

process of 'raising one another to higher levels of morality

and motivation.




THE LMX LEADERSHIP THEORY

Leaders develop an exchange with each subordinates, and

the quality of these leader-member exchange (LMX)relationships influences subordinates' responsibility,

decision influence, access to resources and performance




Great Man theory

Trait theory

Skill theory

Style theory

Situational theory

Contingency

Theory

Decision making

theory

Transaction

Theory

Transformational

theory

LMX theory

http://h/Module%20IV-%20Leadership,%20EQ%20from%20module%20III/Ten%20Leadership%20Theories%20in%20Five%20Minutes.mp4



Articulate a clear vision

engage your employees

Develop talent

Have a global Mindset

Think strategically

create win-win solutions

leverage diversity

Communicate effectivelyhold people accountable

Be an agile learner

ADVICE ON HOW

TO BE MOREEFFECTIVE LEADER




Take Charge Empower

others

Politically savvy

Authentic

To be flexibleSteadfast




LEADERSHIP – Position – Person – Process? Or just result??

What is leadership?




Person

Is it who “leaders” are

that makes them leaders?

Position

Is it where “leaders”

operate that makes them

leaders?Process

Is it how leaders get

things done that makes

them leaders?

Result

Is it what “leaders”

achieve that makes them

leaders?

What is leadership?




Person



Position



leaders?Process



them leaders?

Result



leaders?

What is leadership?




Person



Position



leaders?Process



them leaders?

Result



leaders?

What is leadership?




Person



Position



leaders?Process



them leaders?

Result



leaders?

What is leadership?



When is leadership

happening?

When is leadership happening?



DOING

ActivityConstructing

a village



Individually

4 straws

2 paper dish

2 Ice-cream-sticks1/5 colour decorative paper bundle

1 A4 Sheet paper

2 paper cups

In Group

1 Gum

Material to be distributed



DOING

ActivityConstructing

a village

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Does leadership

happened?

When is leadership happening?



KNOWING



• There is lack of agreement on priorities.

• People feel as if they all are being pulled

in different directions.• There is inertia. People seems to be

running in circle

• Things are in disarray, deadlines are

missed, duplication of work, rework isrequired

• People feel isolated from each other

• Group compete with one another

• Only easy things get done

• Everybody is asking – what is in it for

me?

• People are not walking the talk

• There is vision, set of desired goals

everyone buy in

•Members can easily articulate howwhat they are trying together is

worthwhile.

• People agree on what collective success

looks like.

• Everyone is cleared about each other’s

role and responsibilities

• Sense of coordination- synchronization

• Everybody fit in with each other

• People give extra efforts needed for

group to succeed

• There is sense of trust and mutual

responsibility for the work

• People express passion and motivation

for the work

Leadership Happening Leadership not Happening

D I R E C T I O N

A L I G N ME N T

C O M M I T ME

N T



Agreement on what the

collective is trying to achieve

together

Vision / goal is set

Collective success is defined

Direction

Alignment

Commitment

Work was decided and divided/

coordination/

Support for each other work/

Everyone contributed for group

goal/Gave up personal benefit

for group benefit/ resources

shared



(Agreement on what thecollective is trying to

achieve together )

(Effective coordinationand integration of the

different aspects of thework so that it fits

together in service of theshared direction)

People who are makingthe success of the

collective (not just theirindividual success) a

personal priority

DIRECTION ALIGNMENT Commitment

DAC

• There is vision, set of desired goals

everyone buy in

• Members can easily articulate how

what they are trying together is

worthwhile.

• People agree on what collective successlooks like.

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achieve together )






personal priority


DAC

• Everyone is cleared about

each other’s role and

responsibilities

•

Sense of coordination-synchronization

• Everybody fit in with each

other




achieve together )






personal priority


DAC

• People give extra efforts needed for

group to succeed

• There is sense of trust and mutual

responsibility for the work

• People express passion and motivation

for the work




achieve together )






personal priority


DAC



Leadership is collective activity

Leadership emerges out of

individual knowledge and

expertise

People in authority are

responsible for leadership

h d l i d h fDLeadership is collective activity



Direction – shared exploration and the emergence of new

perspectives.

Alignment – On-going mutual adjustment among system

responsible people

Commitment - Engagement in a developing community

Direction –Discussion, mutual influence, and compromise

Alignment – Negotiation among self-responsible people

Commitment - Evaluation of the benefits for self

Direction –willing compliance with an authority

Alignment –fitting into the expectations of the larger

system

Commitment - loyalty to the source of authority

D

A

C

D

A

C

D

A

C

Leadership is collective activity

Leadership emerges out of

individual knowledge and

expertise

People in authority are

responsible for leadership



Understanding DAC

Short Case



Small Teams

Larger Teams

Organizations

Matrix Structures

Temporary Work SystemInformal Work Structure

Common Belief and routine practices

about creating DAC

Developing

leadership

culture in an

organization



R&D teams creating a new product

Sales groups reaching revenue targets

Organizations producing goods and services

with better efficiency

A B-School improving its placement

An organization creating a more sustainable

practices

Resources, right technical

knowledge, Appropriate

technology, and effective

business practices

SUCCESS

DAC



Think …….

1. Is it possible that group has direction but not alignment

and commitment?

2. Is it possible that group has commitment but no

direction and alignment ?

3. Is it possible that group has alignment and no direction

and commitment?



Being



DAC Reflection

1. Can you identify one such experience in your

organizational / personal life when leadership

happened. Please identify how direction was set, how

alignment was created and how commitment was

generated?

2. Also identify when leadership not happened?

3. Share in your group – your experience

4. Create group list for – enabling/ triggering activities as

well as hurdles for DAC outcomes

DIRECTION ALIGNMENT COMMITMENT



DIRECTION ALIGNMENT COMMITMENT

Trigger/

Enablers

Hurdles Trigger/

Enablers

Hurdles Trigger/

Enablers

Hurdles

Google search for leadership



Module 4: Learning Objective

LEADERSHIP

IS“DAC “

g p

About 61,60,00,000 results (0.74 seconds)

DAC




achieve together )

(Effective coordination

and integration of thedifferent aspects of the

work so that it fitstogether in service of the

shared direction)

People who are makingthe success of thecollective (not just their

individual success) a personal priority


DAC

Module IV -Team Leadership

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