Understand the Principles of Leadership and Teamwork Flashcards
Explain How Leadership Impacts Team Performance and Motivation - MOTIVATION
- A key aspect of project success is the maintenance of high levels of motivation in the team and in the leader
- The skill is not in motivating people - only they can do that, instead the skill is in recognising what motivates an individual and creating an environment in which these factors occur
- The two most well- known motivational models are:
1 - Maslow’s Hierarchy of Needs
2 - Herzberg’s Hygiene Theory
Maslow’s Hierarchy of Needs
(Top of Triangle)
- Self Esteem (confidence, achievement, respect, of others, respect by others)
- Love and Belonging ( friendship, family, sexual intimacy, sense of connection)
- Safety and Security ( security of body, employment, resources, morality, family, health, property)
- Physiological Needs ( breathing, food, sex, homeostasis, excretion)
Herzberg’s Hygiene Theory
- Motivating factors lead to job satisfaction, supporting people’s needs
- The absence of Hygiene Factors leads to job dissatisfaction, frustrating people’s needs
HYGIENE FACTORS AND MOTIVATORS
- Herzberg identified TWO independent categories of need which influence team behaviour in different ways
- These are referred to as Motivators and Hygiene Factors
- Motivators motivate people
- Hygiene factors do not motivate but their absence demotivates
MOTIVATORS: > Achievement > Recognition > Responsibility > Advancement > Work content
HYGIENE FACTORS > Company policy > Administration > Salary > Supervision > Working conditions
McGregor’s XY Theory
Theory X. The average worker is:
> Inherently lazy and avoids work whenever possible
Must be supervised and directed
Needs the threat of punishment to work
Avoids responsibility
- Until recently, many management theories where based on this theory
- Here motivation relies on external factors - such as strict rules, performance initiatives and threats to job security
Theory Y. The average work is:
> Willing and eager to accept responsibility
Able to work independently - does not require constant supervision
By nature, societal - a team player
Seeks opportunity for personal improvement and self- respect
Explain Why It May Be Necessary to Adapt Leadership Styles to Effectively Support the Management of a Project
Leadership in Projects
- The role of leadership in a project is to: > Promote the project objectives > Encourage positive relationships > Support effective teamwork > Raise morale > Empower and inspire individuals
Leadership in Programmes
- The nature of programme influences the required leadership style of the programme manager
- The objectives of a programme are visionary and more fluid than a project
- Many of the people who need to be led are leaders themselves
- Programme implement change and affect a wide range of stakeholders
Leadership in Portfolios
- Portfolio leadership is the most visionary in nature as the single purpose of the portfolio is to deliver the host organisation’s strategy
- Leadership must ensure that there is a mechanism for prioritisation and balancing of resources
- It must maintain clear decision-making and accountability
Leadership Characteristics
> Commands respect and inspires trust
Civility - does not impose views on others
Gets things done
Has a vision - a dream of achievable greatness
Articulates the vision - inspires enthusiasm and unties the team
Provider of creative freedom, uses failure as a learning opportunity
Decisive, but prefers to allow the team to decide
Shield the team from outside interferences etc.
Leadership Styles
- Autocratic: dictatorial, telling
- Consultative Autocratic: consult, listen, and then tell
- Consensus: Democratic - consult the team and go with the majority
- Laisses-Faire - virtual abdication - let the team decide what they want
Describe the Characteristics and Benefits of Effective Teams and Teamwork - Characteristics of Teams
- Achieve better results than individuals working alone
- Share risks and explore areas that individuals may avoid
- Generate a wider range of ideas
- Help each other grow in skill and confidence
- Demonstrate commitment not only to activities but to each other
- Becoming self-motivating
Effective Teams
- There is a good blend of skills (Belbin Types)
- Team morale and motivation is high
- The team works together and everyone participate actively and positively in meetings and activities
- Team goals are given realistic time frames
- Everyone is focused on the ultimate goal of the project
- Team goals are understood by everyone
- Everyone if supportive of the project and of others
- There is a trust between team members
Explain Factors Which Impact the Leadership of Virtual Teams
Leading Virtual Teams
(centre of circle outwards)
> Virtual Leader Self
> Working with others (2nd circle)
> Virtual meetings, In between, Technology (3rd circle)
> Culture, Generations, Time Zones, Language (4th circle)
Virtual Team Challenges
- Harder to develop relationships
- Without connection and rapport, trust is more difficult to build between colleagues
- Colleagues do not bond as a team when far apart from each other
- Communication is not easy when considering time zones, language barriers and general distance
- Collaboration is not as frequent or as effective if sharing workload and tasks are difficult
Explain Factors Which Influence the Creation, Development And Leadership Of Teams -
Social Roles - Belbin
- Dr Meredith Belbin developed the Belbin team roles model in the late 1970’s
- Belbin’s work at Henley Management college demonstrated that balanced teams comprising people with different capabilities performed better than teams that were less well balanced
- He initially identified a set of EIGHT roles that provided good balance and increased the likelihood of success, it is argued, when they are all present in a team
- The EIGHT roles were later increased to NINE, with the addition of the ‘Specialist’ role
- In small teams, people can and do assume more than one role
Explain Factors Which Influence the Creation, Development And Leadership Of Teams - Tuckman Team Development Model
- Dr Bruce Tuckman published his Forming, Storming, Norming, Performing model in 1965
- He added a FIFTH stage, adjourning, in the late 1970’s
- The Forming, Storming, Norming Performing theory is an elegant and helpful explanation of team development and behaviour
- Similarities can be see with other models, especially with Hersey and Blanchard’s Situational Leadership model developed around the same time
- FORMING:
> At this stage the set of individuals is not a group yet
> They find each other’s attitudes as well as background - STORMING
> This is a conflict stage in the life of group and it can become uncomfortable easily
> Members bargain with others as they try to sort out what each of them wants, as compared to what other set of group wants - NORMING
> The group generally explores a way of getting its objectives altogether
> The questions of who will do what, and how, are addressed
> Working rules are established in terms of norms of behaviour and role allocation - PERFORMING
> This stage is associated with getting the work done
> A completely mature group has been created, which can get on with its given job
AND
- ADJOURNING
> Arguably an add-on to the original 4 stage model rather than extension
> It views the group from a perspective beyond the purpose of the first four stages
> Adjourning involves dissolution
> It has to do with the termination of roles, the completion of tasks and reduction of dependency - According to Katzenbach and Smith:
> A team is a small group of people with complementary skills committed to a common purpose, with shared performance goals and a common approach, holding themselves mutually accountable
