1. LEADERSHIP & TEAMWORK IN SOCIAL CARE 1 I.A.S.C.E. ANNUAL CONFERENCE 16/17 OCTOBER 2003 Patrick McGarty Head of Department of Business and Humanities

2. LEADERSHIP & TEAMWORK IN SOCIAL CARE 2 Pace of Change in Care Services Health / Social Care not a conventional service industry yet similar problems, for example staffing and budgets Emergence of Teamwork

3. LEADERSHIP & TEAMWORK IN SOCIAL CARE 3 Definition of “TEAM”: A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Team V Group

4. LEADERSHIP & TEAMWORK IN SOCIAL CARE 4 Working GroupTeam Strong, clearly focused leaderShared leadership roles Individual accountabilityIndividual and mutual accountability The group’s purpose is the same as the broader organisational mission Specific team purpose that the team itself delivers Individual work-productsCollective work products Runs efficient meetingsEncourages open-ended discussion and active problem-solving meetings Measures its effectiveness indirectly by its influence on others Measures performance directly by accessing collective work-products Discusses, decides and delegatesDiscusses, decides, and does real work together GROUP V TEAM - DIFFERENCES

5. LEADERSHIP & TEAMWORK IN SOCIAL CARE 5 SKILLS MIX Functional Expertise Problem Solving – Decision Making Skills Interpersonal Skills TEAM ROLE Part People Play within the Team

6. LEADERSHIP & TEAMWORK IN SOCIAL CARE 6 Team-Role Descriptions Team RoleContributionAllowance Weakness PlantCreative, imaginative, unorthodox. Solves difficult problems. Ignores Incidents. Too pre- occupied to communicate effectively Resource Investigator Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. Over-optimistic. Loses interest once initial enthusiasm has passed. Co-ordinatorMature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. Can be seen as manipulative. Offloads personal work.

7. LEADERSHIP & TEAMWORK IN SOCIAL CARE 7 Team RoleContributionAllowance Weakness ShaperChallenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. Prone to provocation. Offends people’s feelings. Monitor Evaluator Sober, strategic and discerning. Sees all options. Judges accurately. Lacks drive and ability to inspire others. TeamworkerCo-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Indecisive in crunch situations.

8. LEADERSHIP & TEAMWORK IN SOCIAL CARE 8 Team RoleContributionAllowance Weakness ImplementorDisciplined, reliable, conservative and efficient. Turns ideas into practical actions. Somewhat inflexible. Slow to respond to new possibilities. Completer Finisher Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. Inclined to worry unduly. Reluctant to delegate. SpecialistSingle-minded, self-starting, dedicated. Provides knowledge and skills in rare supply. Contributes on only a narrow front. Dwells on technicalities. Source-Belbin, R.M. Team Roles at Work, Butterworth-Heinemann, Oxford, 1993

9. LEADERSHIP & TEAMWORK IN SOCIAL CARE 9 LEADERSHIP V MANAGEMENT Is there a differnce between leadership and management Mintzberg contends the roles overlap. Bryman et al contend there is a difference.

10. LEADERSHIP & TEAMWORK IN SOCIAL CARE 10 Leadership functionsManagement functions Creating an agenda Establishes direction: vision of the future, develops strategies for change to achieve goals Pans and budgets: decides actions and timetables, allocates resources Developing people Aligning people: communicates vision and strategy, influences creation of teams which accept validity of goals Organising and staffing: decides structure and allocates staff, develops policies, procedures and monitoring ExecutionMotivating and inspiring: energises people to overcome obstacles, satisfies human needs Controlling, problem solving: monitors results against plan and takes corrective action OutcomesProduces positive and sometimes dramatic change Produces order, consistency and predictability Source Kotter J.P. A Force for Change: How Leadership Differs from Management, Free Press, New York, 1990

11. LEADERSHIP & TEAMWORK IN SOCIAL CARE 11 THE FUTURE ? Constantly Changing Environment More Delegation More Team Work Interpersonal Skills More Important Employee Centred Decentralized Structures Semi Autonomous – Self Managing Teams