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Leadership and Team Building

“The Truth is that no one factor makes a company admirable. But if you were forced to
pick the one that makes the most difference, you’d pick leadership.” Warren Bennis-
1998

Lesson Plan:
 Define Leadership
 Leadership Competencies
 Leadership Abilities
 Leadership Framework
 Factors of leadership
 Leadership Styles
 Team Building
 Leadership & Team Building

1.0 Leadership: Leadership is a process by which a person influences others to

accomplish an objective and directs the organization in a way that makes it more
cohesive and coherent. Leaders carry out this process by applying their leadership
attributes, such as beliefs, values, ethics, character, knowledge, and skills. Although
the position of a manager, supervisor, lead, etc. gives the authority to accomplish
certain tasks and objectives in the organization, this p o w e r does not make anyone
a leader, it simply makes the b o s s . Leadership differs in that it makes the followers
w a n t to achieve high goals, rather than simply b o s s i n g p e o p l e a r o u n d .
Leaders exist at all levels of the organization, their roles differ. The pyramid shown
below explains the various levels and the expectations from leaders in an
organization.

2.0 Leadership Competencies

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"The very essence of leadership is that you have to have a vision.

It's got to be a vision you articulate clearly and forcefully on every
occasion."

Core Competencies form the foundation of leadership. Without a solid base, the
sides of the pyramid will soon crumble away.

 Leadership Competencies form the basic structure (walls) that separates leaders
from bosses by building the knowledge and skills required for driving the
organization towards the cutting edge of its business. Without these
competencies, a leader has a shallow base from which to work.
 Professional Competencies add depth to the pyramid. The main driver of these
competencies arrives from experiences and LEARNING from these experiences.
While a person might have a firm grasp on the core and leadership
competencies, it is only through trial and error, and later through reflection to
increase the depth of those experiences, that an average leader grows into a
good leader. Each organization requires a different set of professional
competencies for each leadership position.

Managers are people who do things right, while leaders are people who do the
right thing.

2.1 Leadership abilities - Displays attributes that make people glad to follow.
Provides a feeling of trust. Rallies the troops and builds morale when the going
gets tough.

2.2 Visioning - Applies effort to increase productiveness in areas needing the most
improvement. Creates and set goals (visions). Senses the environment by using
personal sway to influence subordinates and peers. Gain commitment by
influencing team to set objectives and buy in on the process. Reinforces change
by embracing it (prevents relapse into prior state).

2.3 Create and Lead Teams - Develops high-performance teams by establishing a

spirit of cooperation and cohesion for achieving goals.

2.4 Foster Conflict Resolutions (win-win) - Effectively handles disagreements and

conflicts. Settles disputes by focusing on solving the problems, without offending
egos. Provides support and expertise to other leaders with respect to managing
people. Evaluates the feasibility of alternative dispute resolution mechanisms.

2.5 Assess Situations Quickly and Accurately - Takes charge when the
situation demands it. Make the right things happen on time.
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2.6 Coach and Train Peers and Subordinates - Recognizes that learning happens at
every opportunity (treats mistakes as a learning event). Provides performance
feedback, coaching, and career development to teams and individuals to
maximize their probability of success.

2.7 Implement Employee Involvement Strategies - Develops ownership by bringing

employees in on the decision making and planning process. Provides the means
to enable employee success, while maintaining the well being of the
organization. Develops processes to engage employees in achieving the
objectives of the organization. Empower employees by giving them the authority
to get things accomplished in the most efficient and timely manner.

3.0 Leadership Abilities

Good leaders are made not born. If you have the desire and willpower, you can
become an effective leader. Good leaders develop through a never-ending
process of self-study, education, training, and experience. To inspire the team
into higher levels of teamwork, there are certain things one must be, know, and,
do. These do not come naturally, but are acquired through continual work and
study. The best leaders are continually working and studying to improve their
leadership skills.
Leadership is a complex process by which a person influences others to
accomplish a mission, task, or objective and directs the organization in a way
that makes it more cohesive and coherent. A person carries out this process by
applying his or her leadership attributes (belief, values, ethics, character,
knowledge, and skills). Although your position as a manager, supervisor, lead,
etc. gives you the authority to accomplish certain tasks and objectives in the
organization, this power does not make you a leader...it simply makes you the
boss. Leadership makes people want to achieve high goals and objectives, while,
on the other hand, bosses tell people to accomplish a task or objective.

When a person is deciding if he respects you as a leader, he does not think about
your attributes. He observes what you do so that he can know who you really
are. He uses this observation to tell if you are an honorable and trusted leader or
a self-serving tyrant who misuses her authority to look good and be promoted.
Self serving leaders are not as effective because their employees only obey
them, not follow them. They succeed in many areas because they present a good
image to their seniors at the expense of their team.

The basis of good leadership is honorable character and selfless service to your
organization. In your followers’ eyes, your leadership is everything you do that
effects the organization's objectives and their well being. A respected leader
concentrates on what she is [be] (beliefs and character), what she knows (job,
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tasks, human nature), and what she does (implement, motivate, provide
direction).

What makes a person want to follow a leader? People want to be guided by

those they respect and who have a clear sense of direction. To gain respect, they
must be ethical. A sense of direction is achieved by conveying a strong vision of
the future.
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4.0 Leadership Framework – Be, Know, & Do

If you are a leader that can be trusted, then the people around you will learn to
respect you. To be a good leader, there are things that you must be, know, and
do. These fall under the Leadership Framework:

4.1 BE

A professional. Seek responsibility and take responsibility for your actions.

Search for ways to guide your organization to new heights. And when things go
wrong, they will eventually, do not blame others. Analyze the situation, take
corrective action, and move on to the next challenge.
A professional who possesses good character traits. Develop good traits within
yourself, such as honesty, competence, candor, commitment, integrity, courage,
straightforward, imagination. Develop good character traits within your team
that will help them carry out their professional responsibilities.

4.2 KNOW

The four factors of leadership - follower, leader, communication, situation.

Yourself. Know yourself and seek self-improvement. In order to know yourself,
you have to understand your be, know, and do, attributes. Seeking self-
improvement means continually strengthening your attributes. This can be
accomplished through reading, self-study, classes, etc.
Human nature. Know human nature and the importance of sincerely caring for
your workers.
Your job. Be technically proficient. As a leader, you must know your job and have
a solid familiarity with your employees' jobs. Train your people as a team.
Although many supervisors call their organization, department, section, etc., a
team; they are not really teams...they are just groups of people doing their jobs.
Your organization. Use the full capabilities of your organization. By developing a
team spirit, you will be able to employ your organization, department, section,
etc. to its fullest capabilities.

4.3 DO

Provide direction. Make sound and timely decisions. Use good problem solving,
decision-making, and planning tools. Keep your team informed. Know how to
communicate with your team, seniors, and other essential people within the
organization.
Implement. Develop a sense of responsibility in your team. Ensure that tasks are
understood, supervised, and accomplished. Communication is the key to this
responsibility.
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Motivate. Set the example. Be a good role model for you employees. They must
not only hear what they are expected to do, but also see. Know your team and
look out for their well being.
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5.0 Factors of leadership: The four major factors of leadership are the follower,
leader, communication, and situation:

5.1 Follower: Different people require different styles of leadership. For example, a
new hire requires more supervision than an experienced employee. A person
with a poor attitude requires a different approach than one with a high degree
of motivation. You must know your team! The fundamental starting point is
having a good understanding of human nature: needs, emotions, and
motivation. You must know your employees' be, know, and do attributes.

5.2 Leader: You must have a honest understanding of who you are, what you know,
and what you can do. Also, note that it is the followers, not the leader who
determines if a leader is successful. If a follower does not trust or lacks
confidence in her leader, then she will be uninspired. To be successful you have
to convince your followers, not yourself or your superiors, that you are worthy of
being followed.

5.3 Communication: You lead through two-way communication. Much of it is

nonverbal. For instance, when you "set the example," that communicates to
your team that you would not ask them to perform anything that you would not
be willing to do. What and how you communicate either builds or harms the
relationship between you and your employees.

5.4 Situation: All situations are different. What you do in one leadership situation
will not always work in another situation. You must use your judgment to decide
the best course of action and the leadership style needed for each situation. For
example, you may need to confront a employee for inappropriate behavior, but
if the confrontation is too late or too early, too harsh or too weak, then the
results may prove ineffective. Various forces will affect these factors. Examples
of forces are your relationship with your seniors, the skill of your team, the
informal leaders within your organization, and how your company is organized.

6.0 Leadership Styles: Leadership style is the manner and approach of providing
direction, implementing plans, and motivating people. There are three different
styles of leadership– autocratic, participative, and free-rein. Although most
leaders use all three styles, one of them normally becomes the dominant one.

6.1 Authoritarian (autocratic): This type is used when the leader tells her employees
what she wants done and how she wants it done, without getting the advice of
her team. Some of the appropriate conditions to use it are when you have all the
information to solve the problem, you are short on time, or your employees are
well motivated. Some people think that this style includes yelling, using
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demeaning language, and leading by threats and abuse of power. This is not the
authoritarian style...it is an abusive, unprofessional style of leadership.

6.2 Participative (democratic):This type of style involves the leader including one or
more employees in on the decision making process (determining what to do and
how to do it). However, the leader maintains the final decision making authority.
Using this style is not a sign of weakness, it is a sign of strength that your
employees will respect. This is normally used when you have some of the
information, and your employees have some of the information. This allows
them to become part of the team and allows you to make a better decision.

6.3 Delegative (free-reign): In this style, the leader allows the employees to make
the decision. However, the leader is still responsible for the decisions that are
made. This is used when employees are able to analyze the situation and
determine what needs to be done and how to do it. You cannot do everything!
You must set priorities and delegate certain tasks.

7.0 The Five Points of Power: A person has the potential for influencing five points
of power over another:

 Coercive Power - Power that is based on fear. A person with coercive power
can make things difficult for people. These are the persons that you want to
avoid getting angry. Employees working under coercive managers are
unlikely to be committed, and more likely to resist the manager.
 Reward Power - Compliance achieved based on the ability to distribute
rewards that others view as valuable. Able to give special benefits or rewards
to people.
 Legitimate Power - The power a person receives as a result of his or her
position in the formal hierarchy of an organization. The person has the right,
considering his or her position and your job responsibilities, to expect you to
comply with legitimate requests.
 Expert Power - Influence based on special skills or knowledge. This person
earns respect by experience and knowledge. Expert power is the most
strongly and consistently related to effective employee performance.
 Referent Power - Influence based on possession by an individual or desirable
resources or personal traits. You like the person and enjoy doing things for
him or her.

7.1 Power verses Leadership

 Power does not require goal compatibility; instead, it focuses on

intimidation, while leadership requires goal congruence
 Power maximizes the importance of lateral and upward influence, while
leadership focuses upon downward influence
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 Power focuses on tactics for gaining compliance, while leadership focuses on

getting answers and solutions

Team Building

Teamwork is the ability to work together towards a common vision. The ability
to direct individuals does accomplishment toward organizational objectives. It is team-
work that allows common people to attain uncommon results. In any organization to
ensure that the required tasks are continuously achieved employees of the organization
are required to work in different groups. The people in the groups are required to work
as a team. This way many groups and teams are formed in a large organization. Ideally
speaking together all the employees are required to work as a team to achieve the goals
and objectives of the organization. Responsibilities are shared individually and as a team
to achieve the goals and objectives of the organization. We need team working for
individual and organizational success.
1.1 DEFINITION OF TEAM
A team is a group that shares, and says that it shares a common purpose and
recognizes that it needs the efforts of every one of its members to achieve this. Need for
teamwork In BSNL many teams work simultaneously e.g., Team of External Plant, Team
of Switch Room, installation, route maintenance etc. If the entire team performs in an
excellent manner, the goals are easily achieved. A team is developed whenever people
have to work together to produce good results. A team is capable of accomplishing
much more than the sum total of individuals together to produce results. Teamwork is
stimulating; it encourages members to put in greater efforts and helps them to give
their best. Pieces fit together without distortion and together produce some overall
pattern.
8.0 Team Building:

It refers to the process of establishing and developing a greater sense of

collaboration and trust between team members. Interactive exercises, team
assessments, and group discussions enable groups to cultivate this greater sense of
teamwork.
8.1 Characteristics Of Good Team Building
 High level of interdependence among team members
 Team leader has good people skills and is committed to team approach
 Each team member is willing to contribute
 Team develops a relaxed climate for communication
 Team members develop a mutual trust
 Team and individuals are prepared to take risks
 Team is clear about goals and establishes targets
 Team member roles are defined
 Team members know how to examine team and individual errors without
personal attacks
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 Team has capacity to create new ideas

 Each team member knows he can influence the team agenda

8.2 Team Effectiveness: When evaluating how well team members are working
together, the following statements can be used as a guide:
 Team goals are developed through a group process of team interaction and
agreement in which each team member is willing to work toward achieving
these goals.
 Participation is actively shown by all team members and roles are shared to
facilitate the accomplishment of tasks and feelings of group togetherness.
 Feedback is asked for by members and freely given as a way of evaluating the
team's performance and clarifying both feelings and interests of the team
members. When feedback is given it is done with a desire to help the other
person.
 Team decision making involves a process that encourages active participation by
all members.
 Leadership is distributed and shared among team members and individuals
willingly contribute their resources as needed.
 Problem solving, discussing team issues, and critiquing team effectiveness are
encouraged by all team members.
 Conflict is not suppressed. Team members are allowed to express negative
feelings and confrontation within the team which is managed and dealt with by
team members. Dealing with and managing conflict is seen as a way to improve
team performance.
 Team member resources, talents, skills, knowledge, and experiences are fully
identified, recognized, and used whenever appropriate.
 Risk taking and creativity are encouraged. When mistakes are made, they are
treated as a source of learning rather than reasons for punishment.

After evaluating team performance against the above guidelines, determine those areas
in which the team members need to improve and develop a strategy for doing so.

9.0 Leader and Team Building: The three vital determinants of teamwork are:
 Leader
 Subordinates
 The environment.
These factors are interdependent. It is the leader’s responsibility to make the
environment conducive to work. He studies the employees individually and
insists interest in them. By encouraging the inquisitive employees and by
prohibiting insidious elements, he creates hygienic environment. He inculcates
the sense of collectivism in employees to work as a team. The resultant output
will then be efficiency.
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9.1 Leader is a representative of subordinates: He is intermediary between the

work groups and top management. They are called linking pins by rensis likert.
As linking pins they serve to integrate the entire organization and the
effectiveness depends on the strength of these linking pins. Leader shows
personal consideration for the employees. As representatives they carry the
voice of the subordinates to the to management.

9.2 Leader is an appropriate counselor: Quite often people in the work place need
counseling to eliminate the emotional block to effective performance. For
instance, frustration that results from blocked need drive keeps an employee
derailed or the working track. It is here the leader comes in, renders wise
counsel, releases the employee of the emotional tension and restores
equilibrium.

9.3 Uses power properly: If a leader is to effectively achieve the goal expected of
him, he must have power and authority to act in a way that will stimulate a
positive response from the workers. A leader , depending on the situation ,
exercises different types of power , viz reward power and expert power. Besides
the formal basis , the informal basis of power also have a more powerful impact
on organizational effectiveness. No leader is effective unless the subordinates
obey his orders. There fore, the leader uses appropriate power so that
subordinates willingly obey the orders and come forward with commitment.

9.4 Leader manages the time well: Times is precious and vital but often overlooked
in management. There are three dimensions of time – boss – imposed – time ,
system- imposed –time and self – imposed time . That are prominent in
literature. Because the leader has through knowledge of the principle of time
management such as preparing time charts, scheduling techniques, etc., he is in
a position to utilize the time productively in the organization.

9.5 Strives for effectiveness: Quite frequently the manager are workaholic and too
busy with petty things to address to major details of effectiveness. To fill the gap,
sometimes leaders throws his concerted efforts to bring effectiveness by
encouraging and nurturing team work, by better time management and by the
proper use of power. Further, leader provides and adequate reward structure to
encourage performance of employees. Leader delegates authority where needed
and invites participation where possible to achieve the better result. He also
provides the workers with necessary resources. By communicating to workers
what is expected of them, leader brings effectiveness to organization. The above
functions of the leader are by no means comprehensive but they do suggest as
to what leaders do generally.
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9.6 Managing and Leading: Leading and managing are not synonymous. Realistically,
effective management requires good leadership. The following points explain the
difference between leading and managing.

9.6.1 Relationships: Managerial behavior implies the existence of a manager managed

relationship. This relationship arises with in organizational context. Where as
leadership can occur why where, it does not have to originate in the organization
context. for example , a mob can have a leader but cannot have a manager.
Further, is an organization, informal. Group have leader not managers.

9.6.2 Sources of influence: Another potential difference between leader and manager
lies in their sources of influence. Authority is attached to the managerial position
in the case of a manager: where as a leader may not have authority but can
receive power directly from his followers. In other words, managers obtain
authority from his followers. In rather pure terms, this is the difference between
the formal authority theory and the acceptance theory of authority.

9.6.3 Sanctions: A Manger has command over all allocation and distributions of
sanctions. For Example, manager has control over the positive sanctions such as
promotion and awards for his task performance and the contribution to
organizational objectives. Manager is also in a position to exercises the negative
sanctions such as with holding promotions, or mistakes, etc. In a sharp contrast,
a leader has altogether different type of sanctions to exercises and grant. He
cans gerent or with hold access to satisfying the very purpose of joining the
group’s social satisfactions and related task rewards. These informal sanctions
are relevant to the individual with belongingness or ego needs: where as the
organizational sanctions granted or exercised by the managers are geared to the
physiological and security needs of individual.

9.6.4 Role continuance: Another fundamental difference between managing and

leading is the role continuance. A manager may continue in office as long as his
performance is satisfactory and acceptable to the organization. In sharp
contrast, a leader maintains his position only through the day to day wish to the
followers.

9.6.5 Reasons for following: Though in both managing and leading followers become
involved, the reasons may be different. People follow managers because their
job description, supported by a system of rewards and sanctions, requires them
to follow. Where as people follow leader on voluntary basis. Further, it there are
no followers, leader no more exists. But, even if there are no followers, a
manager may be there.
10. WHY TEAMWORK IS REQUIRED
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A team is therefore created out of necessity, the necessity to perform a variety

of tasks of a job by a group of people. If the entire team performs in an excellent
manner, the goals are easily achieved. Goals of the team are to achieve the
organization’s objectives A team is developed wherever people have to work together
to produce results. A team is capable of accomplishing much more than the sum total of
what the members are capable of accomplishing individually. Teamwork is stimulating;
it encourages members to put in greater effort and helps them to give their best. Pieces
fit together without distortion and together produce some overall pattern. If work of
everyone is interdependent and if we want to keep costs low and quality high, then we
need to implement actions that will: Facilitate people working together (in other words
instil a sense of teamwork in everyone) Minimize waste and rework in other words,
manage your processes so outputs always meet or exceed specifications with little
waste from making mistakes. For this we need to develop team spirit and team values in
every employee.
10.1 Team spirit values
Values are beliefs people hold about what is right, moral, just, and so on. They
serve as guideposts for how to behave in different situations. In an organization where
teamwork is not practiced well, you might find managers and workers blaming
individuals when outputs don’t meet specifications. This would indicate values such as:
• If I do a good job that’s all I have to worry about.
• Problems are the result of somebody else’s creation
• Individuals who make mistakes will only have to suffer the consequences.
Therefore, we need to understand some of the Team Values and believe in them to be a
successful & effective organization.
Teamwork value 1:
We’re all in this boat together – organisation, employee and customers.
• This is the foundation value for teams and teamwork. If we are all in this
together, then our individual success depends on our mutual success and vice versa.
• If you really believe the value “we’re all in this together,” when something goes
wrong, your first inclination won’t be to find the culprit. And when the organization is
successful, you will take actions to share the rewards of that success and to recognize
that everyone played a part.
Teamwork value 2:
Equal importance for all members, no subordinates or superior’s distinction in
work
• Organizationally, this may sound controversial as it suggests that everyone is
equal in rank and authority, but this is not exactly what it means. Remember we are
talking about the teamwork attitude here, so this value has to do with how people view
and interact with one another.
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Different levels of responsibility, but one level of attitude

This value does not mean that some people may not have more responsibility
than others. This value suggests to everyone “we are going to focus on the reason we
are all here: To better serve our customers and generate the profit we need to stay in
business and grow”. When a company’s managers eliminate the superior- subordinate
attitude and replace it with the idea that we are all teammates, everyone feels more
open to express what’s on their minds. Everyone will come to appreciate that all
employees have something to contribute. They will come to see that it makes sense to
create an environment that:
• Maximizes rather than restricts an employee’s contribution
• Facilitates cooperation in executing processes
Teamwork value 3:
Open, honest communication is vital
For teams to prosper, teammates need to be able to speak candidly, honestly
with one another. For this they need following characteristics. Empathy: Empathy has to
do with proactively seeing the world from the viewpoint of others. These others can be
your teammates, supplier, customers, or members of other departments. Listening:
Along with empathy comes listening. Listening requires patience and concern to hear
the other party without any prejudice or presumptions.
Teamwork value 4:
Everyone has open access to information
Part of effective decision making at any level of an organization has to do with
the information a person has or needs. Today, information technology makes it possible
for all employees to push a few buttons and have access to any information they need
to do their jobs.
10.3 Focus on processes
The work in an organization is a big process. Teamwork is the collection of many
individuals’ work. Still many managers tend to forget this and focus on the behaviour of
individuals separate from the system and its processes as the key to success. We need
to focus on the process as a whole and not as an individual’s success or failures but that
of the team.
10.4 Every team needs a good leader.
The performance of any team depends on the quality of its collective thinking.
How good are its decisions? This reflects the quality of the decision-making processes.
The leader should strive to achieve a positive atmosphere, free from rigidity and envy, in
which people compete with ideas not egos. Team-work does not function if the leader
consistently puts forward ideas before others have had the chance to speak. In the
classic Japanese method, the leader listens silently until every team member has
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expressed an opinion before making the decision for the whole team. A true team
leader will facilitate, inspire, and implement rather than control.
The qualities which a leader should have in order to successfully lead a team.
Five of them are inner strengths namely:-
1. Vision.
2. Self-belief.
3 Result-focused.
4 Courage.
5 Integrity
Five outer signs of great team-leadership are:-
1. Communication
2. Commitment
3. Teamwork
4. Visibility
5. Attentiveness
CONCLUSION
Leadership is a process by which a person influences others to accomplish an
objective and directs the organization in a way that makes it more cohesive and
coherent. Leaders carry out this process by applying their leadership attributes, such as
beliefs, values, ethics, character, knowledge, and skills. Team Building refers to the
process of establishing and developing a greater sense of collaboration and trust
between team members. Interactive exercises, team assessments, and group
discussions enable groups to cultivate this greater sense of teamwork