1. Skill Exercise 管理學 56 組 楊恬靜（ 0440256 ） 羅楷杰（ 0216009 ） 1

2. 关于公司 Think of a group or team to which you have been a part. What type of leadership style did the leader of this group appear to exhibit?

3. 3 A respectable team leader 年齡： 21 （大三學長） 資歷：三年（大一加入組織部） 帶領團隊大小： 12 人 主要工作：負責學院院內官方活動的組織 組織部部長

4. 4 Followers and Leadership style 組織部通過面試招人，所以部內成員都應該屬於 SLT 中 4 類 followers 中的 R4: People are both able and willing to do what is asked of them. 但是由於部門內的工作量很大且事務繁瑣，所以大家有時會產生 厭倦的情緒，轉為 R3 類型： able but unwilling 所以這時就需要 participating leadership style

5. 5 Leadership Behaviors 1. 廣泛地征求意見，積極地參與討論 EXAMPLE: 每次辦活動之前，會把大家召集起來開會，詢問大家有沒有什麼好 的想法，可以把活動辦出新意或者能使整個活動的策劃更加有序。 他會讓大家共同出謀劃策，聽取所有人的意見后作出決定。  Participative

6. 6 2. 注重團隊中每一個個體 EXAMPLE: 在加入組織部后，他會找每一個人單獨聊天，了解每一個 人的想法。不僅聊對部門建設的想法，也會聊個人未來的 計劃，并給出建議。讓成員感受到關懷與被尊重。  小團隊的優勢 Leadership Behaviors

7. 7 3. 注重團隊建設 EXAMPLE: 基本上每個月會組織一次團隊聚餐或出遊，時間經常選在 一個活動舉辦完以後，當做慶祝活動。同時可以拉近團隊 成員間的關係。 Leadership Behaviors

8. 8 4. 具有個人魅力 EXAMPLE: 他的性格非常開朗，對自己喜歡的事情具有高度的熱情， 而且具有感染力。組織部也負責一些繁瑣無趣的日常事務， 但是他能夠用自己的熱情去感染和帶動團隊里的每一個成 員，調節團隊內的氛圍。  Charismatic leader Leadership Behaviors

9. 9 Evaluation 優 這位學長非常具有個人魅力，帶領管理團隊的方式也充 滿了個人的風格。 與每一個人溝通使得他和每一個成員間的關係密切，而 團隊建設也使成員間互相有了解。 缺  讓每一個人都發言的方式和一對一的溝通方法 “ 成本 ” 太 高，這種領導方式只能用於小團隊。 Participating style in SLT

10. Think of a group or team to which you have been a part. What type of leadership style did the leader of this group appear to exhibit? Analyze the leadership style of a sports team that you consider extremely successful and one that you consider not successful.

11. 关于公司 Successful side- SK Telecom T1 2.1

12. 12 Team situation SKT T1, Actually called SKT T1 K was established in 2013, as a secondary team of their sister team. However due to the talented player and appropriate team management, they have reached a high accomplishment that outperformed any other team. Records 1.2013 season 3 championship 1 st 2.2013 champions winter 1 st 3.2014 LOL master 2 nd 4.2015 champion spring 1 st 5.2015 mid season invitational 2 nd 6.2015 champion summer 1 st 7.2015 season 5 championship 1 st 8.2016 LCK spring 1 st 9.2016 mid season invitational 1 st

13. 13 Leadership analysis Using Hersey and Blanchard’s Situational Leadership Theory, SKT T1 is perfectly put in the R4 position, the plays were both very famous and competitive before recruited. Moreover they showed their passion to the team and game, practicing day and night even in their personal times. Team management After observation, the management style of this team is considered to be “Selling”. To achieve this very high position, SKT T1 has a very strict management style. Every step and move are all well planned by the managers, players are only responsible to practice and compete in the game.

14. 14 Leadership analysis cont. The selling style of team Although both players of the team are able and willing to do What the managers want, SKT T1 still remains high pressured Control to secure their honor. Not only the gameplay style but Also their daily life. Players live together in the dorm and do What planned. Also their health and relationship were under Control, players are asks to keep an acceptable BMI and regularly have a health examination, finally they are not allowed To have a girlfriend or even fall in love with other games. Also, they heir different kinds of managers and coach look behind their match and feed back to them.

15. 15 Leadership analysis cont. evaluation The selling certainly had a great success on SKT T1, the leadership brought the team to the untouchable peak and still not going downward. It is said to be a waste of ability of players in the theory. but in this case, SKT T1 also get a very high quality of managers, the amount of managers is the same as players. Therefore, the team executive efficiency could be a little better then letting the players doing their own stuff.

16. 16 Leadership analysis cont. conclusion By the theory, as a team in R4 position, the management Style should be “delegating”, that means managers shouldn’t give this much instruction to every trivial things. However, as we mentioned in the last paragraph, it is appropriate to apply the selling leadership style to this team because both the Managers and players are focusing on the thing they can do the best. Well planning of managers and well execution of players is also a successful model of management.

17. fail side – LGD Gaming 2.2

18. 18 Team situation Using Hersey and Blanchard’s Situational Leadership Theory, LGS is put in the R1 position. The players speak different language, usually make mistakes in matches and the team members do not satisfy with each other. Half of the player spent more time streaming and playing other games and not really like to follow the team rules. records 2015 LPL spring playoffs 2 nd 2015 LPL summer playoffs 1 st

19. 19 Leadership analysis LGD was established in 2012. Before 2015, the team is always performing up and downs. Although they played very well in each regular season, they always failed in the playoffs and world qualifiers. In 2015, LGD made it into the worlds championship and was considered as the most likely champion. However, to the world’s surprise, they can’t even advance to the best-8. Team management After observation, the management style of this team is considered to be “delegating”. The managers of LGD doesn’t take care of the players too much. Player arrange their own time except group practicing and the target was not usually examined by the managers but by the netizens. Managers then realized when netizen leave comment on the net.

20. 20 Leadership analysis cont. The delegating style of team Most of the China teams are capital oriented, so it doesn’t really matter to them to have an outstanding performance or higher rank in the season. Therefore, the teams are most likely to take delegating strategy to cost down their manual cost. The strength of the team then totally depends on the players’ gift. At the beginning of season 5, the members of LGD caught up the changing patch very fast, dominating the whole world. However, under the delegating leadership style, the members started to be lazy and proud but no managers noticed or corrected them. Finally LGD met their own tragedy in the world championship.

21. 21 Leadership analysis cont. evaluation As a team of R1 position, it is undoubtedly a disaster that using delegating leadership style to manage. When the workers are unable and unwilling to work, letting them go doesn’t make the dead comes alive. Something need to be changed totally, it could be the management or the members of the team. Obviously, LGD chose the latter one, they have kept replacing players again and again and they won’t stop until the get a group of R4 members. Delegating leadership style may seems to be feasible that time, but not now.

22. 22 Leadership analysis cont. conclusion It’s very easy to tell that delegating leadership style doesn’t fit LGD right now, but it could be fine after a couple of years. Chinese took leaders a lot more important than the followers. Therefore, LGD decide to look for the players that fit the management but not changing itself. This leadership style controls the whole operation of the team and cost them years of time to be great.

23. 23 references eSportspedia http://lol.esportspedia.com/wiki/League_of_Legends_Wiki Wikipedia https://www.wikipedia.org/