Learning outcome 5 Flashcards
5.1 Explain how leadership impacts on team performance and motivation
WHAT- UNDERSTAND NEEDS
WHY- Using the hierarchy of needs the PM can focus on what levels the needs are of the members of the team. This is because different individuals will have different circumstances and a different focus of what’s important. For example, a team member who has a housing issue and sleeping in their car will have a different focus of needs from that of someone who is just bored of their role.
WHAT- HYGINE
WHY- Basic factors need to be in place in the work environment for a team to be able to focus on the task without distraction. The PM must focus their leadership to make sure these items are in place as if they don’t Staff will not be able to focus on anything else, bringing done productivity and efficiency. For example, if a team member has an uncomfortable workstation, they will be less inclined to spend the required time sat there.
WHAT- MATURITY OF TEAM MEMBER
WHY- Different TM will have different levels of maturity and interest. Because of this the leadership must be flexible enough to gain the correct response from that TM. For example, if in the project there is a TM who is highly experienced yet board of their task then the PM can realign their tasks to bring about newfound enthusiasm
5.2 Explain why it may be necessary to change leadership styles to effectively support the management of a project.
WHAT- COMPETENCE
WHY- The competence of the team will vary during the lifecycle of the project.
Because of this at the beginning of the project individuals may require more coaching as the tasks maybe new to them allowing the PM to implement a more directing approach. As the project nears its competition it means the team have a greater competence in their areas of work allowing the PM to implement a more supervisory type of leadership.
WHAT- ENTHUSIASM
WHY- The enthusiasm of the team will vary during the project lifecycle.
This is because the team are more likely to be fully engaged during the beginning of the project as it is new and exciting meaning that not motivation will be required from the PM. However, as the project moves into later stages on a longer timeline the enthusiasm will have dropped possibly effecting performance. The PM will take a role of motivating individuals to try and reignite the enthusiasm and up performance.
WHAT- TASKS
WHY- depending on the task at hand the leadership styler will change. Because of this it will allow the PM to decide how to be involved and in what role to facilitate the task. For Example, if it is a planning or brainstorming session, the PM may choose to sit back and just provide a steering point or suggestion, whereas if it’s a important ISSUE management meeting they will take the place at the head of the team to carry out the tasks.
5.3 Describe benefits and characteristics of effective teams and teamwork
Characteristics of effective teams- FRONT ROOM
Benefits of effective teams CIIABATTAMI
BETTER IDEAS- Freedom, not shut done, creativity
CHOESION- Feeling of purpose, camaraderie, better relationships, more productive
COMMON GOAL- Easier aligned to, vested interest, buy in
5.4 Explain factors that impact on virtual teams
CULTURE-
WHY- Cultures may differ across the team.
Because of this the PM will have to outline what bis expected by the way of behaviours and dealing with the differences that may arise. By doing this it will help increase communications and save anyone creating interpersonal differences that could affect the productivity of the team. For example, racism will not be tolerated at any level even if it was perceived to be a light-hearted remark.
TRUST-
WHY- Building trust can take longer as a virtual team. Because of this the PM will need to be aware of this and try and coordinate activities to try and develop trust. For example, where possible getting the team together physically as early on as possible, allowing people to build relationships. If not possible organise virtual team building sessions to enable team members to get to know each other personally as well as professionally.
BEST TECHNOLOGIES-
WHY- Having best technologies in place will ease communications. Because of the fact people may be working in different locales around the globe the PM will need to make sure that the MOST effective comms is in place, not just the best on the market. For example, if someone is having Wi-Fi issues and slowing down the communication process with a video conference call it may be more beneficial to go to voice only.
5.5 Explain factors which influence the creation, development of teams. Belbin, Tuckman etc.
BELBIN- Understanding team roles played by each member helps with selection to balance making in efficient
People change overtime
People change with task
TUCKMAN- Understanding how a project may take time to mature into performing, leader accelerates by instigating development activities
FORMING- Getting to know- people, obj’s and tasks- outside team building (light touch leadership)
STORMING- Conflict likely, breaking of behaviours and standards. Misunderstanding of priorities (Coach team members in assertiveness and conflict resolution skills)
NORMIMNG- Start getting on with project and understanding roles.
PM- Develop relationships, fair approach to resolving problems. Allow people to take responsibility for work.
PERFORMING- Team working well getting work done
PM- leave them alone, increases productivity but loose diversity of ideas
just get on with it
