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Team Leadership

By: Nichole Burrus & Alley Wright

Nichole Burrus

on 15 June 2014

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Transcript of Team Leadership

Team Leadership
Team Leadership Model
Learning Objectives
By the end of this presentation you will;
1. Understand team leadership along with the team leadership model.
2. Understand the strengths and weaknesses of team leadership.
3. Implications faced within the workplace in regards to team leadership.
Watch this short video to learn more about being part of a team!
Leadership Actions
Team Effectiveness
Strengths and Weaknesses to this Leadership Approach
Leadership Decisions
Implications in the workplace
Discussion Questions
Team leadership is one of the most popular and rapidly growing areas of leadership theory as well as research.
A team is a specific type of group composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish their goals.
Research revolving around team leadership started in the 1920's with a focus on human relations movement on collaborative efforts at work.
The team leadership model provides an outline to leaders, in order to help them diagnose team problems as well as the appropriate ways to solve problems.
The model attempts to integrate mediation and monitoring concepts as well as prescribes specific actions that leaders can perform to improve team effectiveness.
Consists of leadership decisions, leadership actions and team effectiveness.
Figure 12.1: Hills Model for Team Leadership
Leadership decisions are the major choices a leader needs to make when determining whether and how to intervene to improve team functioning.
There are three different decisions that a leader needs to make at this level in the model which include:
Leadership decision one: Should I monitor the team or take action?
A leader must first seek out information to understand the current state of the teams functioning and then this information must be analyzed, organized as well as interpreted so the leader can decide how to act.
McGrath's critical leadership functions demonstrate the two types of leadership behaviors, monitoring/taking action, and external group versus internal group actions.
Quadrant one looks at a leader diagnosing any group deficiencies
Quadrant two focuses on the leaders action to repair problems that they have observed
In quadrant three, the leader is scanning the environment to determine and forecast any external changes that will effect the group
In quadrant four, the leader acts to prevent any negative changes in the environment from hurting the team.

Leadership decision two: Should I intervene to meet task or relational needs?
Leadership decision three: Should I intervene internally or externally?
Youtube. (June 29th, 2009). The Power of Teamwork. [video] Retrieved from www.youtube.com/watch?v=zacF1pzr1Fg
This decision includes whether the team needs help in dealing with relational issues or task issues.
Task issues included getting the job done, making decisions, solving problems, adapting to changes, making plans and achieving goals.
Relational issues included developing a positive environment, solving interpersonal problems, satisfying members needs, and developing cohesion.
If the leader has decided that he/she needs to intervene, then the third question that needs to be answered is whether they should intervene internally or externally.
If there is an internal conflict between members of a group or if a team goals are unclear, then taking internal action would be best to ensure the group becomes effective.
If the organizational environment is not providing the proper support for the team to be successful then intervening externally would be ideal.
The leader needs to not only help the team internally, but also needs to help them adapt to their environment.
The next part of Hill's model, looks at different actions that a leader can perform to help the team.
Actions can be performed internally and externally.
Internal Task Actions
Examples of internal task actions include;
Goal Focusing
Facilitating decision making
Training team members in specific skills
Maintain standards of excellence
Internal task actions can also include relation leadership actions such as coaching team members, satisfying individual needs and collaboration with team members.
External Task Actions
External Task actions include;
Networking and forming alliances in the community
Buffering team members from environmental disturbances
Sharing relevant environmental information with the team

1) After learning about Hill's model of team leadership, Do you think there has been a time in your past, when a team leader should have intervened and didn't? What about when a team leader intervened but shouldn't have? Please elaborate.
Northouse, Peter G. (2013). Leadership: Theory & Practice (6th ed.). Thousand Oak, CA: Sage Publications
Connections to Other Leadership Theories
There are eight known characteristics of an effective team/group
1) Clear, Elevating Goal
3) Competent Team Members
4) Unified Commitment
5) Collaborative Climate
7) External Support & Recognition
Are the teams overall resources;
Equipment/ Supplies
Team member training

Moreover, this includes rewards for team members when they achieve a performance goal (eg. a money incentive, a trophy, a promotion etc.)
2) Results - Driven Structure
6) Standards of Excellence
8) Principled Leadership
The group goal should be known by all team members
Every team member should view the goal as relevant/ important
The group goal should never be forgotten due to personal agendas or power issues
The team must generate an action plan to accomplish their goal.The items below are a few of the things that need to be covered within their plan of action:

Task Design
Team Composition
Core norms of conduct
All team members have the ability to complete their assigned job as well as the ability to solve problems
Team members have the ability to collaborate with others (eg. be open to others ideas and supportive when times get tough)
Each team member is provided with continuous training and information to remain competent
All members have a sense of belonging
All members understand they have a specific role of importance when it comes to reaching the teams goal
All of the above = Team unity/ identification
The team leader must generate individual standards for every team member
The standards should put pressure on the team members to perform
The leader should monitor the standards, in order to provide team members with feedback and so they can reward amazing results
Is an environment where team members can share their ideas, opinions, as well as concerns openly with all team members
All team members work together to problem solve
Every task is based on collective success of the whole team
This is the most important characteristic of team leadership
The leader is responsible for over seeing the whole team
They must:
be committed to the teams goal
set priorities
maintain the teams motivation, while also generating a collaborative climate
generate strategies/ solutions for problems confronting the whole team
2) After reviewing the eight known characteristics of an effective team/group, which characteristic do you feel is the most important and why? Additionally, state a leader within your life that exemplified the above characteristic you have chosen and how they went about doing so (eg. why was it effective?).
1) Is adaptable to many situations within society. (eg. work setting, sports setting)
2) Provides a guide to the leader on how to develop as well as maintain effective team leadership
3) Focuses on a leaders ability to diagnose a problem and his/her ability to take action in order to generate a solution
5) The collaboration of every member within the team/ group towards a common goal
6) Can help companies hire an individual for a leadership position
1) Hill's list of leadership qualities/ skills may need to be altered within different situations, which may be difficult for a leader to recognize
2) The framework does not provide on the spot solutions to leader, when a team is facing a specific problem
3) The model assumes the leader is skilled in areas of decision making, interpersonal communication, conflict resolution etc.
4) The roles of the leader and followers can change over time

The assumption is made that there is only one leader.
However in many businesses their are multiple individuals in charge of a given group of people.
Therefore, this makes the approach to leadership more complicated especially when it comes to communication/ making the decision to intervene in order to solve a problem.
eg. every leader has a different perspective, which will result in a meeting of the leaders first in order to make plans of action (longer in time management)
Within many businesses and organizations their are strict hierarchical structures stating who is in charge. Moreover through the use of the team leadership method in a workplace, authority of the boss may come into question. Especially, if a lower ranked employee exhibits better leadership skills from Hill's leadership quality list.
If a company lacks the resources (eg. money) to reward its employees, this model may not be as effective in a workplace
This leadership approach clearly is connected to the...

Trait Approach
Based solely on the fact that both identify characteristics a leader must portray to take on an effective leadership role
For example Stogdill's list of identified traits associated with positive leadership (the 10 characteristics on pg. 21)
Style Approach
The style approach helps to further identify the behaviour a leader, within the team leadership approach should take on
For example in Blake & Mouton's Managerial (leadership) grid on pg. 80 of the text, a team leader would fall under the "Team Management" quadrant. Due to the fact that that leader puts a high emphasis on the task at hand and interpersonal relationships.
Situational Approach
Through identifying to the team leader that different situations call for different solutions.
When working with employees/ followers, everyone is at a different level of experience
The team leader must use this information to generate a strong "results-driven structure" and to maintain "competent team members".
(eg. allowing team members to take control of a task if capable)
Nichole Burrus and Alley Wright
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