Principles of Leadership and Team Work Flashcards
Herzbergs 2 Factor Theory.
(a) what are the 2 factors.
(b) examples of each
People are influenced by 2 factors:
Hygiene (pay, policy, security)
Motivation (promotion, recognition, responsibility)
(a) Name the 5 levels in Maslow’s Hierarchy of Needs.
(b) Explain the theory
- Pyschological
- Safety
- Love Belonging
- Esteem
- Self Actualisation
Individuals tend to look a level above for stronger motivation and once a level is fulfilled their motivation driver will move up.
What are the 4 stages of Situational Leadership.
- Directing
- Coaching
- Supporting
- Delegating
What 2 things must a leader consider when deciding situational leadership approach?
- Criticality of the situation - more directive style required.
- Skills and Motivation of the team - the greater the teams ability the more the leader can empower.
Name 3 Characteristics of effective Teamwork.
- Sharing the same values and collaborating to achieve a shared goal.
- A team selected based on skills and behaviours that compliment the objective.
- Visible and active leadership and shared accountability throughout the team.
What are 5 benefits of effective team work?
- Improved quality of output.
- More effective Communication.
- Increased Productivity.
- Improved motivation.
- Greater innovation and problem solving.
List 3 benefits of virtual teams.
- Quick and easy communication.
- Reduce management Costs with travel time.
- Reduce environmental impact of travel time.
List 4 considerations of virtual teams.
- Time Zones
- Culture
- Language
- Generations
How should a leader approach virtual teams?
- Use of technology to host meetings
- Take everyone’s preference in to account
- Utilise skills of individuals in the team to overcome any virtual barriers.
Given an example of and describe a team development model.
Tuckman Model - A progression through stages facilitated by effective leadership.
Forming, Storming, Norming,
Performing,
Adjourning
or
Belbins 9 Social Roles -
Individuals adapt to the strengths and weaknesses of each other.
The leader will pick a team that has an even spread of action, people or thought oriented traits.
The Tuckman Model - Forming Stage
Describe What, Why, Leader Approach, Risks
What – Getting familiar, what are strengths and weaknesses? Avoid conflict
Why – Seek acceptance, learn objectives
How to Use – Help the team to figure out objectives, be directive.
Risk – Productivity can be impacted if objectives aren’t realised
The Tuckman Model - Storming Stage
Describe What, Why, Leader Approach, Risks
What – Gain confidence and conflict appears
Why – different personalities and working styles
How to Use – Be accessible, individual coaching, step in to resolve conflict
Risk – Could sabotage group goals if unable to move past this phase
The Tuckman Model - Norming Stage
Describe What, Why, Leader Approach, Risks
What – A plan comes together
Why – trust has been developed supporting each other
How to Use – Ask questions coach rather than direct, organise team days to encourage bonding.
Risk – difficult to bring up new ideas at this stage as keen to leave uncertainty behind. Must continue to be open to new ideas.
The Tuckman Model - Performing Stage
Describe What, Why, Leader Approach, Risks
What – stable and goals are clear
Why – the team have developed processes that work.
How to Use – Delegate and reward achievements
Risk – could feel under valued or have low job satisfaction if not rewarded and acknowledged.
The Tuckman Model - Adjourning Stage
Describe What, Why, Leader Approach, Risks
What – Team goes separate ways
Why – Wrapping up the task
How to Use – Support the team to manage their future
Risk – Team members may mourn the team and productivity may slow at this stage
