1. Unit 250 Developing Yourself as a Team Leader

2. Learning Outcomes
By the end of this session you will be better able to…
Understand the roles, functions and responsibilities of the team leader; and the limits of your authority and accountability.
Know how to seek, accept and respond positively to feedback on personal performance to improve workplace performance.

3. Responsibilities of a Team Leader
List as many responsibilities of a team leader as you can. Aim for a minimum of 6.
Also consider what makes a team leader different from a team member or the next level of management above.

4. Responsibilities of a Team Leader

5. Responsibilities of a Team Leader

6. Henri Fayol Fayol broke down the role of the team leader into
Five distinct areas of activity. He described these
as:
Thinking ahead – PLANNING
Arranging resources – ORGANISING
Maintaining morale – LEADERSHIP
Making improvements – DEVELOPING
Knowing what’s going on - CONTROLLING

7. ‘Piggy-in-the-middle’
You have a responsibility to the organisation to implement the objectives.
You have a responsibility to run the team, but you are still a member of the team.
Divided loyalties

8. Action centred leadership John Adair
TASK
INDIVIDUAL
TEAM

9. Successful leaders need to develop…

10. Developing & Managing Teams
Team Development Model
Tannenbaum and Schmidt Continuum:

11. Developing & Managing Teams
Team Development Model
Tannenbaum and Schmidt Continuum:
Shows relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager.
As the team's freedom is increased, so the manager's authority decreases. This is a positive way for both teams and managers to develop.

12. Developing & Managing Teams Team Development Model Tannenbaum and Schmidt Continuum:
As a manager, one of your responsibilities is to develop your team.
You should delegate and ask a team to make its own decisions to varying degrees according to their abilities.
There is a rising scale of levels of delegated freedom that you can use when working with your team.

13. Developing & Managing Teams
Leadership Style
Autocratic, controlling
Democratic, sharing
Area of freedom for manager
Area of freedom for non-manager
Manager able to make decisions which non-managers accept
Manager and team members jointly make decision within limits of organisational constraints
Manager presents decisions but must respond to questions
Manager presents problem, gets input then decides
Manager must ‘sell’ decision before gaining acceptance
Manager presents tentative decision subject to change after input
Manager defines limits within which others make decisions

14. Aspects of the Team Leaders Role
Involving people
Solving problems

15. Involving people Communication – no one likes being kept in the dark.
Consultation – on things that affect them.
Avoid giving orders – unless it is an emergency.
Use requests – it gives people an opportunity to respond.

16. Solving problems
Do you walk away, bury your head in the sand, deal with it yourself or involve other people?
The way you respond to problems can either earn you or loose you the respect of your team.
Always remember that there are occasions when a problem arises which you need to refer to your own line manager.

17. Communication Skills Key communication skills team leaders need:
Active listening
Asking questions
Encouraging the team members to think through issues and come up with solutions
Giving honest and constructive feedback
copyright Deeside College

18. Giving Feedback
As a team leader, you’ll often have to give feedback to others.
Using the scenario you’ve been given, give feedback to your partner.
Discuss how it went.

19. Giving Feedback

20. Giving Feedback

21. Limits of Authority What would you do if faced with a
What is meant by limits of authority?
What your job role allows you to make decisions about or control, and what you may not.
To what extent is your authority limited in each of the
following areas?
Budget expenditure
Staff recruitment
Task allocation
Changing staff shifts
Staff disciplinary issues
What would you do if faced with a
situation where your authority was limited?

22. Accountability
Accountability refers to a team leaders’ answerability for their own, and their teams’, performance and/or achievement of agreed goals.
What are you accountable for in your role?

23. Respect & Trust
Think of a person you respect and trust. Try to define what it is that makes you feel that way about them.
Think of a person you do not respect or trust. Try to define what it is that makes you feel that way about them.

24. Respect & Trust in the Team
Why is it important to encourage respect and trust within the team?
How well respected are you as a team leader?
How much do your team members trust you? Why?
What can you do to develop respect and trust within the team?

25. Gaining Trust & Respect
Give praise when a job is well done
Give on-the-job support if a member needs it
Give negative feedback constructively
Ensure team members are clear as to their role
Give instructions in a clear and non ambiguous way
Support and protect team members
Stand by the team in times of trouble
Avoid getting drawn in to ‘office gossip’

26. Gaining Trust & Respect
‘Muck in’ with the team if necessary
Take your turn with the unpleasant tasks
Be clear as to aims and objectives
Treat everyone equally and fairly
Lead by example
Communicate good and bad news
Be honest
If you say you will do something, make sure you do it

27. What skills and abilities do you need to be an effective team leader?
Able to work with others
Decision making
Respect from others
Honest
Trustworthy
Treat people fairly
Assertive
Technical knowledge
Knowledge of staff members’ skills
Knowledge of organisation’s procedures
Patient
Supportive
Excellent communication skills

28. Individual Activity (5 minutes)
Using the list produced, self-assess your skill
levels in each of these areas.
Use this scale:-
Excellent
Very Good
Good
Fair
Poor
Very poor

29. Assessing your own Skills
What other methods are there for you to assess
your own skills as a team leader?
Feedback from manager, peers, and team members
Appraisals or performance reviews
‘Reflection’ and ‘Critical Incidents’

30. Getting Feedback from Others
As part of the assessment for this unit, you have to get
feedback about your performance from other people.
In small groups, discuss how you could do this effectively.
Jot down a plan for how you will personally get feedback from others for your reflective review.

31. Learning through Reflection
Having an Experience
Reviewing the Experience
Planning How to Change/Improve
Draw Conclusions
Kolb’s Experiential Learning Cycle (1984)

32. Receiving Feedback
Whatever feedback you get from others, you should receive it and respond to it positively.
Reflect on it, and identify one strength and one area for possible improvement.

33. Personal Action Planning
Research has shown that we are far more likely to get where we want to be if we set ourselves personal goals.
One way of doing this is a Personal Action Plan.
Have a go at producing a plan.

34. Learning Outcomes
By the end of this session you will be better able to…
Understand the roles, functions and responsibilities of the team leader; and the limits of your authority and accountability.
Know how to seek, accept and respond positively to feedback on personal performance to improve workplace performance.

35. Now complete the assessment relating to this session
Any Questions?
Now complete the assessment relating to this session