Leading is one of the four functions of management which includes Planning, Organizing and Controlling or Coordinating

1. LEADING PEOPLE AND TEAMS
BY: ANTHONY AJAYI
DATE: FRIDAY 16TH JUNE,2017

2. Objectives
 At the end of this presentation, the participants should be able to:
 Define Leading
 Understand and Explain Leadership Styles
 Identify Teams and its component
 Understand the similarities and differences in leadership styles
 Explain Team Leadership/ Responsibilities
 Identify and explain Roles of a Leader
 Identify and explain the key words involved in Team Building
 Understand Teamwork and the characteristics of a Team
 Understand the ingredients of best teams

3. Definition of Leading
Leading is one of the four functions of management which includes
Planning, Organizing and Controlling or Coordinating.
“Leading is the use of influence to motivate employees to achieve
organizational goals” (Richard Daft)
Leading can therefore be defined as a process of exercising Leadership
through influence, provision of direction and guidance to followership
towards the achievement of pre-defined organizational goals.

4. Definition of People
“ The entire body of persons who constitute a community, tribe, nation , or other
group by virtue of a common culture, history, religion ,or the like.”
(www.dictionary.com)
“ Human beings making up a group or assembly or linked by a common interest”
(www.merriam-webster.com)

5. Definition of Team

6. Leadership Styles
There are as many approaches to leadership as there are leaders, from
Lewin’s Leadership Styles framework of the 1930s to the more recent ideas
about transformational leadership. There are also many general styles,
including servant, shepherd and transactional leadership. Building awareness
of frameworks and styles can help you to develop your approach and to be a
more effective leader.
From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve
Jobs, there can be as many ways to lead people as there are leaders.

7. Lewin’s Leadership Styles
Psychologist Kurt Lewin developed his framework in the 1930s, and
it provided the foundation of many of the approaches that
followed afterwards. He argued that there are three major styles of
leadership:

9. The Blake-Mouton Managerial Grid
The Blake-Mouton Managerial Grid was published in 1964, and it
highlights the most appropriate style to use, based on your concern
for your people and your concern for production/tasks.
With a people-oriented style, you focus on organizing, supporting,
and developing your team members. This participatory style
encourages good teamwork and creative collaboration.

11. The Path-Goal Theory
You may also have to think about what your team members want
and need. This is where Path-Goal Theory – (House, Mitchell, 1974).
For example, highly-capable people, who are assigned to a
complex task, will need a different leadership approach from
people with low ability, who are assigned to an ambiguous task.
(The former will want a participative approach, while the latter
need to be told what to do.)

13. Six Emotional Leadership Styles
Daniel Goleman, Richard Boyatzis, and Annie
McKee detailed
their Six Emotional Leadership
Styles theory in their 2002 book,
"Primal Leadership."
The theory highlights the strengths and
weaknesses of six common
styles – Visionary, Coaching, Affiliative,
Democratic, Pacesetting,
and Commanding. It also shows how each
style can affect the
emotions of your team members.

15. Flamholtz and Randle’s Leadership Style Matrix
First published in 2007, Flamholtz and Randle's Leadership Style
Matrix shows you the best style to use, based on how capable
people are of working autonomously, and how creative or
"programmable" the task is.
The matrix is divided into four quadrants – each quadrant identifies
two possible styles that will be effective for a given situation,
ranging from "autocratic/benevolent autocratic" to
"consensus/laissez-faire."

18. Transformational Leadership styles
The leadership frameworks discussed so far are all useful in different
situations, however, in business, "transformational leadership" is often
the most effective style to use. (This was first published in 1978, and was
then further developed in 1985.)
Transformational leaders have integrity and high emotional
intelligence. They motivate people with a shared vision of the future, and
they communicate well. They're also typically self-
aware, authentic, empathetic, and humble.
Transformational leaders inspire their team members because they expect
the best from everyone, and they hold themselves accountable for their
actions.

20. Transactional and Transformational
Leadership Styles combined

22. Team Leadership/Responsibilities
“The true measure of team leadership is not getting people to
work. Neither is it getting people to work hard. The true measure of
a leader is getting people to work hard together!”
(John .C. Maxwell)
Getting people to work together is a challenge sometimes.
Bud Wilkinson, author of The book of Football Wisdom said “ If a
team is to reach its potential, each player must be willing to
subordinate his personal goals to the good of the team”
“Talent wins games but Teamwork win championships”

23. Team Leadership/Responsibilities
Cont’d
One of the main responsibilities of a leader is to analyze the
strengths and weaknesses of his team in relation to the goals and to
provide motivation and skills required for the
accomplishment of the goals.
Michael Posner author of the book “Educating the Human Brain”
identified five key leadership behaviors thus:
 Challenge the process : means always finding a better way. It’s about
having a deep commitment to the idea of continuous improvement.
 Inspire shared vision: Having a clear view of where you want to go

24. Team Leadership/Responsibilities
Cont’d
 Enable others to act: means not only creating the intense loyalty
that Richard Branson created in Virgin Atlantic by inspiring his staff,
but also making sure that people have the skills to act in pursuit of
the vision.
 Model the way : Essentially, it means practicing what you preach.
Building trust and credibility is the ultimate leadership challenge.
 Encourage the heart : means giving the praise and encouragement
people need to keep going. William James, often described as the
father of modern psychology, once said. “The deepest human
craving is the need to be appreciated”.

26. Roles of a Leader
 Guiding people: he acts as a friend, philosopher and guide to
his followers. Leader provides advice and counsel and uses his
power in guiding and directing in the interest of group.

27. Roles of a Leader
 Team Builder: Leader acts as a captain of his team. He convinces people
in the goals and plans of the group and win the confidence and
cooperation of his follower. He is always in touch with the people to
nurture team work.

28. Roles of a Leader Cont’d
 Maintaining discipline: Discipline is the force that prompts
individuals to observe rules, regulations and procedures which
are necessary for the attainment of objectives. Focuses more on
self discipline or voluntary restraint.
Beside these the leader acts as a Spokesperson, Negotiator,
Coach, Team Player, Technical problem Solver, Entrepreneur,
morale builder, etc.

33. Teamwork
Teamwork is the ability to work together towards a common vision.
The ability to direct individual accomplishment toward
organizational objectives.
It is team-work that allows common people to attain uncommon
results.

34. Teamwork Cont’d
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

36. Teamwork Cont’d
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.

39. HOW A WEAK PLAYER IMPACTS THE
TEAM
 They can’t keep pace with other team members
 They don’t grow in their area of responsibility
 They don’t see the big picture
 They won’t work on personal weaknesses
 They won’t work with the rest of the team
 They can’t fulfill expectations for their area
If a team member continually fails to meet expectations, even after receiving training,
encouragement and opportunities to grow? You need to give that person an
opportunity to find his or her level somewhere else.

40. Characteristics of a Good Team
• Clear objectives
• Roles for all members clearly understood
• Appreciation of each others qualities
• Openness of thoughts , beliefs and actions
• Trust among members
• Co-operation in team members
• Effective leadership
• Ability to deal with conflict
• Good communication
• Unity of Purpose
• Shared goals and objective