Teams and designated leaders
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TEAMS AND DESIGNATED LEADERS. Achieving Team Visions. Sources of Power. Traditional Control Models Coercive power Reward power Legitimate power Expert power Referent power Two choices re whether to communicate Communicate data > decisions or understanding? What manner of communication?.

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TEAMS AND DESIGNATED LEADERS

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Teams and designated leaders

TEAMS AND DESIGNATED LEADERS

Achieving Team Visions


Sources of power

Sources of Power

  • Traditional Control Models

    • Coercive power

    • Reward power

    • Legitimate power

    • Expert power

    • Referent power

  • Two choices re whether to communicate

    • Communicate data > decisions or understanding?

    • What manner of communication?


Contemporary empowerment models

Contemporary Empowerment Models

  • Team Empowerment

    • Members are highly motivated

    • Tasks are meaningful

    • Feel autonomy

    • Develop self-efficacy and confidence

    • Sense of ownership

  • Integrative Power


Approaches to leading

Approaches to Leading

  • Situational-contingency Approaches > vary style based on situations, tasks, purposes, members, and leader

  • Life-cycle Theory > leader adapts to the maturity level of the group or team

    • Telling

    • Selling

    • Participating

    • Delegating


Approaches to leading cont d

Approaches to Leading (cont’d.)

  • Classic Leadership Styles

    • Laissez-faire

    • Autocratic

    • Democratic


Approaches to leading cont d1

APPROACHES TO LEADING (CONT’D)

  • Contemporary Approaches

    • Transactional leadership

    • Transformational

    • Visionary leadership

      • Charisma

      • Inspiration

      • Intellectual stimulation

      • Individualized consideration


Expectations of leaders

Expectations of Leaders

  • Members’ Expectations

    • Stereotypes

    • Exceptions to the rule

  • Leaders’ Self-Expectations

    • Real vs. virtual

    • Realistic vs. unrealistic


Responsibilities of leaders

Responsibilities of Leaders

  • Linking and Buffering

    • Coordinating

    • Resource acquisition

  • Motivating and Coaching

    • Envisioning

    • Developing others’ self-leadership

    • Setting standards

    • Guiding ongoing assessment

    • Coaching


Responsibilities cont d

Responsibilities (cont’d.)

  • Managing and Moving

    • Planning and following through

    • Ensuring processes via standards

      • Avoid politics

      • Personal commitment

      • Manage priorities

      • Fair and impartial

      • Confront and resolve issues

      • Open to new ideas and information


Responsibilities cont d1

Responsibilities (cont’d. )

  • Ensuring thru specific skills (cont’d.)

    • Facilitate participation

    • Define roles

    • Keep discussion coherent

    • Control discussion inhibitors


Learning to lead

Learning to Lead

  • Identify role models > observe and analyze

  • Identify your own strengths and build on them

  • Identify what you would like to become your new strengths

  • Seek opportunities to practice leading


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