HRM – Topic 3.2 – Leadership
Content:
- Teams.
- Types of teams
- Types of teamwork
- Leadership
- Leadership theories
- Leadership styles
- Differences between the “boss” and the “leader”
- Entrepreneurship vs. Intrapreneurship
1. Teams
Managing Cooperative Efforts. A job of a manager is to assess, develop, and support cooperative efforts among the individuals he/she manages.
By holding a leadership position, the manager is assumed to have all of the authority, influence, and power to make it happen.
A team is a collection of two or more people who interact with one another for a common, positive purpose.
- Teams are made of individuals whose collective competence and experience is greater than anyone individual can offer.
ORGANIZATIONAL BENEFITS OF TEAMS
- IMPROVED QUALITY OF WORK LIFE.
- LOWER ABSENTEEISM* AND TURNOVER.
- INCREASED INNOVATION.
- ORGANIZATIONAL ADAPTATION AND FLEXIBILITY.
*Absenteeism is a habitual pattern of absence from a duty or obligation without good reason.
- Teams must be planned, supported, and led.
CHARACTERISTICS OF EFFECTIVE TEAMS
- CLEAR DIRECTION
- CLEAR RESPONSIBILITIES
- KNOWLEDGEABLE MEMBERS.
- REASONABLE OPERATING PROCEDURES.
- INTERPERSONAL RELATIONSHIPS.
- SHARING SUCCESS AND FAILURES.
- EXTERNAL RELATIONSHIPS.
Types of teams:
- Informal
- Social in nature
- Leaders may differ from those appointed by the organization
- Traditional
- Departments/functional areas
- Supervisors/managers appointed by the organization
- Problem-Solving
- Temporary teams
- Frequently cross-functional
- Focused on a particular project
- Leadership teams
- Steering committees
- Advisory councils
- Self-Directed
- Small teams
- Little or no status differences among team members
- Have the authority to decide how to get the work done
- Virtual
- Geographically spread apart
- Meetings and functions rely on available technology
TEAM BUILDING:
- Forming
- Assess the ground rules
- Gather information about group goals
- Storming
- Initiate conflict with other team members
- Find mutually acceptable resolutions
- Norming
- Build cohesion
- Develop a consensus about norms
- Performing
- Channel energy toward the task
- Apply problem-solving solutions generated in the previous stages
- Adjournment
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- Disengagement after successful completion of goals
- Regrets at team break-up
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Types of teamwork
- Solowork is a valid and useful activity in teams – in certain situations, it is simply the most efficient way to get things done.
- Group Work lends itself well to asynchronous communication methods.
- Crowd work may point to poor team role definition which wastes team members time.
- Teamwork (in the classes definition) seems to be relatively rare in organisational teams. It requires more coordination between team members because different individuals need to do different things at the same time.
2. Basics of leadership
Leadership is an interpersonal influence directed toward the achievement of a goal or goals.
Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, characters, knowledge, and skills.
Leadership theories
- Great Man Theory
- Trait Theory
- Skills Leadership Theory
- The style theory of Leadership
- Managerial Grid
- Situational Leadership
- Contingency Theory
- Transactional leadership
- Transformational Leadership
- Leader-Member Exchange Leadership
- Servant leadership
- Skills Leadership Theory
Situational Leadership Theory
According to Hersey and Blanchard, leadership style varies from person to person. A successful leader is one who can apply varying leadership styles depending on the maturity of a follower.*
*Follower maturity – the attitude towards various tasks.
The leadership theories aim to explain the origin of the leaders, their behaviour and leadership styles.
Leadership styles:
Each leadership style has its advantages and disadvantages. The best in the current fast-changing world is the ability of the leader to adapt to the situation. Leadership plays an important role in the company’s management system and overall performance. That is why companies develop leadership programs.
For example, the leadership program in McDonald’s:
3. Entrepreneurship vs. “intrapreneurship”
Rather than working as an employee, an entrepreneur runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale.
Intrapreneurship is the act of behaving like an entrepreneur while working within a large organization.
| Bases of Difference | Entrepreneur | Intrapreneur |
| 1. Dependency | independent in his operations | dependent on the entrepreneur, i.e., the owner |
| 2. Raising of Funds | himself raises funds required for the enterprise | Funds are not raised by the intrapreneur |
| 3. Risk | bears the risk involved in the business. | does not fully bear the risk involved in the enterprise. |
| 4. Operation | operates from out-side. | operates from within the organisation itself. |
Make the test and check what are your main strength and weaknesses in the working space (try to make it in different languages and see if the results will be the same!!!) . https://www.16personalities.com/free-personality-test
