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EXECUTIVE LEADERSHIP DEVELOPMENT SERIES
EFFECTIVE LEADERSHIP
‘Developing Team work’
LECTURE 7
by
Subhas Chandran
Faculty of Defence & Management Studies
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TEAMWORK
‘ Leaders today rely on teams and
new technology to communicate
and win important
victories’
Leadership in the military is not about solo performance but
more about team effort.
The challenge is to build a cohesive team taking advantage of
people diversity within the unit.
The Military can’t function except as a team! It is a requirement
and forms the fundamentals of organization and leadership
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DEVELOPING TEAMS
• Involves motivating a group of individuals to work
together to achieve a common objective.
• The Military is a classic example of teams in operation.
• The emphasis is on forming relationships with all group
members, not just with a few special individuals
• Each person must perceive that he or she is an important
and respected member of the team rather than a non-
entity
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DEVELOPING TEAMS
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• Developing teams by the leader takes hard work,
patience and interpersonal skills
• People who are part of a good team complete their
mission on time within the resources provided and with
minimum casualties (in combat).
• Effective Teams :
Emphasize good and safety of the team
Work together to accomplish mission
Execute tasks on time and meeting standards
Learn from their experiences
Winning mentality to meet challenges.
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USE OF TEAMS
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• Offers the best opportunity for better organizational
performance in the form of increased productivity and
profits
• Leads to cooperation and synergy
• The use of teams has led to performance improvements,
such as:
• Improved quality
• Improved efficiency
• Improved employee satisfaction
• Improved customer satisfaction
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GROUPS & TEAMS
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What is the Difference? GROUP TEAM
• Focus on individual performance
and goals
• Rely on individual abilities
• Work more independently with
greater motivation to achieve
personal goals
• Very hierarchical leadership style
• Characterized by individual
self-interest
• Sense of shared mission and collective responsibility
• Focus on sharing information, insights, and perspectives
• Make decisions that support each individual to do his or her own job better
• Reinforce each other’s individual performance standards
• Have a participative or empowerment-oriented leadership style
• Have performance measures that create direct accountability for the team
• Strive for equality between members
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TEAMWORK (ADV. & DISADV.)
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ADVANTAGES • Synergy
• Avoidance of major errors
• Faster, better decisions
• Continuous improvement
• Innovation
• Self-motivation
• Empowerment
• Greater job satisfaction
• Needs fulfillment
DISADVANTAGES
• Pressure to conform to group
standards of performance and
conduct
• Resistance to the team effort from
impinging on autonomy
• Social loafing
• Groupthink
• Intergroup conflicts
• High levels of pressure and stress
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DEVELOPING TEAM WORK
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To develop effective teamwork leaders have to understand that they
cannot force the team to come together! It grows from the bond
between leader and subordinate mutual respect among members and
discipline. The essentials for team work are:
1. Trust
Military values like duty, respect, honor, integrity and personal courage
is important for building trust.
Trust begins when leaders to demonstrate discipline, competence and
leading from the front. Subordinates will learn to trust leaders if they
understand how leaders will behave in battle!
Trust is derived from training together and developing an understanding
of what to expect from their leaders, and ‘buddies’ in a crisis.
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DEVELOPING TEAM WORK
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2. Communication:
Leaders are expected to understand themselves, their
mission and the message.
For the subordinates to succeed and move the organization
forward, the leader must work hard maintaining positive
communications or open dialogue (two way).
Persuasion is a communication skill used by leaders to
reduce grounds for misunderstanding issues while dailogue
shows the leader values subordinate’s opinions.
The leader is fact saying ‘I value your opinion; you are part
of the team’ – this strengths the teams bonding ability.
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DEVELOPING TEAM WORK
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3. Loyalty
The Armed Forces trains soldiers to be part of a team
and loyal to the force (including flag, anthem,
traditions etc)
Soldiers perform because they do not want to let their
buddies down.
Team building involves leaders employing interpersonal
skills to transform recruits into productive teams.
Team loyalty is a feature of war fighting teams.
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DEVELOPING TEAM WORK
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4. Selfless Service
Goes hand in hand with loyalty thus making it an essential component of
teamwork.
Team members sometimes sacrifice so that the team can succeed but this
requires them to place their needs below that of the organization.
5. Respect
To develop a disciplined, cohesive team or a fighting force with a
winning mentality, it is essential to have respect for authority.
Selfless service and duty rests in the subordinates respect and trust in
their fellow members and leaders.
Discrimination and harassment destroys respect. It involves being
sensitive to diversity and consciously refraining from being abusive.
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DEVELOPING TEAM WORK
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6. Discipline
Discipline coupled with tough realistic training is key to high
morale in teams. Soldiers like civilians want to part of a good
team or outfit.
The ‘never say die’ spirit of teams can overcome challenges.
True discipline demands habitual and reasoned obedience to
do the right thing even though the leader is not present.
Highest form of discipline is when people trust leaders, believe
in their mission, value their membership in the team and
have the will to complete their mission
Discipline does not mean barking orders – disciplined leaders
with strong values develop disciplined soldiers and team members
with strong values.
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DEVELOPING TEAM WORK
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Discipline (cont…)
Leaders who feel that people have to be treated with
respect will inspire others to respect him.
Whilst other leaders who disrespect others especially to
subordinates or inferiors will inspire hatred towards
himself.
In the Armed Forces leaders build discipline by training,
using rewards and punishment judiciously, instilling
confidence in and building trust among team members
and a instilling a focused will to execute the mission.
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TEAM BUILDING STAGES
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Stage I: FormingCautionExcitementAnxietyLow performance
Stage II: StormingConflict over taskConflict over structureConflict over influenceIncreased skills & knowledge
Stage III: NormingAgreement on roles & tasksAgreement on normsIncreased cohesiveness & moraleIncreased productivity
Stage IV: PerformingGood communication & teamworkIndividual commitmentHigh morale & group prideHigh team performance
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STAGE I-FORMING
• The group is formed, but its purpose and
member’s expectations are unclear
• A major issue is the development of trust:
What is going to happen?
Who is in the group?
Where do I fit in the group?
How will I be treated?
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STAGE 2-STORMING
• Individuals react to what has been done, question
authority, and feel comfortable being themselves
• A major issue is increased conflict from:
Openly dealing with problems
Increasing group interaction
Power struggles
Increasing independence from leader
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STAGE 3-NORMING
• Norms of behavior are developed
• A major issue is development of norms for:
Team member behavior
Decision-making processes
Resolving differences
Leadership behavior
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STAGE 4 - PERFORMING
• This is the payoff stage in the life of a
group
• Major issue is group performance, including:
Using wide range of task and process behaviors
Monitoring and taking pride in group
accomplishments
Focusing on goals and interpersonal needs
Maintaining the values and norms of the group
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THE TEAM CONCEPT
Leadership success requires:
An understanding of group behavior
The ability to tap the constructive power of teams
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EXCELLENT TEAMSFully functioning groups and excellent teams possess
12 key characteristics:
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Clear mission
Informal atmosphere
Lots of discussion
Active listening
Trust and openness
Disagreement is OK
Criticism is issue-oriented,
never personal
Consensus is the norm
Effective leadership
Task clarity
Shared values and
norms of behaviour
Commitment
Learn from their
experiences
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EXCELLENT TEAMS
• To build and sustain
a high-performance team:
Reinforce strengths
Address deficiencies
• Success depends on:
The individual and what they choose to do
The example and direction of leaders
Modeling and reinforcing positive group member roles
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POSITIVE GROUP MEMBER ROLES
Encourager
Clarifier
Harmonizer
Idea generator
Ignition key
Standard setter
Detail specialist
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• Friendly, diplomatic, responsive to
others
• Restates problems and solutions
• Agrees with the group; brings together
other points of view
• Spontaneous and creative
• Provides the spark for group action
• Serves as a model for members
• Considers the facts of a problem
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NEGATIVE GROUP MEMBER ROLES
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Ego tripper
Negative artist
Above-it-all-
person
Aggressor
Jokester
Avoider
• Demands attention, and tries to
manipulate the group
• Pessimistic and dampens group
enthusiasm
• Has a “don’t care” attitude
• Attacks and blames others
• Fools around, present for fun
• Dedicated to self-preservation and
security
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DEALING WITH PROBLEM BEHAVIOR
• Psychologist Harry Levinson prescribes a nine point
plan for dealing with problem behavior:
• When an individual disrupts the group, talk it over in a
calm and patient way
• Report observations uncritically
• Point out that you recognize the person wants to be
successful, but must take others into account
• If the behavior is irritating, report how it made you feel,
and how others must feel
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DEALING WITH PROBLEM BEHAVIOR
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• Ask why the person behaves as he does
• If the person tries to debate your observations, show
how participation can accomplish the goal
• Help the person understand that the all-or-nothing
approach results in disappointment
• Confront the person with facts and consequences of
the negative behavior
• Let the person know that the behavior is unacceptable
and will not be tolerated
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LEADER TEAM BUILDING ACTIONS1. Formation Stage:
Generic - Listen and care for subordinates
Design effective reception and orientation
Communication
Reward positive contributions
Set example
Soldier Critical –
Talk with each soldier
Reassure with calm presence
Communicate vital safety tips
Establish buddy system
Assist soldier to deal with immediate problems
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Adapted from Army Leadership (FM – 100)
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LEADER TEAM BUILDING ACTIONS
2. Enrichment Stage: Generic -
Trust and encourage trust
Allow growth but maintain control
Identify emerging leaders
Establish individual and unit goals
Delegate responsibility and establish self assessment habits
Soldier Critical –
Train as unit for combat role
Demonstrate competence
Know the soldiers
Provide stable unit climate
Emphasize safety awareness for improved readiness
Adapted from Army Leadership (FM – 100)
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LEADER TEAM BUILDING ACTIONS
3. Sustainment Stage: Generic -
Leader must demonstrate trust
Focus on teamwork, training and maintaining
Respond to subordinate problems
Devise more challenging training
Build pride and spirit through sports, social and spiritual activities
Soldier Critical –
Observe and enforce sleep discipline
Sustain safety awareness
Know and deal with soldiers perception
Keep soldiers productively busy
Do process reviews and action reviews
Act decisively in the face of panic Adapted from Army Leadership (FM – 100)
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LEADING TEAMS
Richard Hackman in his book “Leading Teams” eludes to the fact
that effective coaching as critical for team performance.
Leaders has to be a team player and establish organizational goals
while understanding soldiers fears and concerns.
To gain and maintain teams must undergo constant training and
leaders have to provide the clear direction to the teams.
Leaders should have confidence in their subordinates
and delegate authority, whilst not
abdicating responsibility.
Effective leaders provide clear direction
to their teams
.•
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LEADING TEAMS Successful leaders create a positive climate for the team that
promotes values, learning and creative performance.
Teams with positive climate include clear mission goals; well
trained, confident and disciplined members; cohesive and led by
competent leaders.
Leaders recognize mistakes and see it as an opportunity to learn.
Honest feedback is rewarded and coupled with personal
observation forms the basis for remedial action.
Ethics is a critical part of the organizational climate. Leaders have
to be ethical standard bearers and must be wwilling to correct any
discrepancies in current ethical standards.
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LEADING TEAMS
Effective leaders build cohesive teams by capitalizing on the
strengths of member diversity especially the diverse
backgrounds and experiences brought by the enemies.
Effective leaders emphasize teamwork and cooperation over
competition. The mission and the intent is communicated to
the subordinates who are empowered.
Leaders are equipped to make good decisions from the real
time information and assessments from front line
commanders.
Leaders involvement validates their involvement and
seriousness in the mission.
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THANK YOU
SEE YOU ALL NEXT CLASS
TAKE CARE
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