2 Learning OutcomesBy 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.
6 Henri Fayol Fayol broke down the role of the team leader into Five distinct areas of activity. He described theseas:Thinking ahead – PLANNINGArranging resources – ORGANISINGMaintaining morale – LEADERSHIPMaking improvements – DEVELOPINGKnowing 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 TASKINDIVIDUALTEAM
10 Developing & Managing Teams Team Development ModelTannenbaum and Schmidt Continuum:
11 Developing & Managing Teams Team Development ModelTannenbaum 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 StyleAutocratic, controllingDemocratic, sharingArea of freedom for managerArea of freedom for non-managerManager able to make decisions which non-managers acceptManager and team members jointly make decision within limits of organisational constraintsManager presents decisions but must respond to questionsManager presents problem, gets input then decidesManager must ‘sell’ decision before gaining acceptanceManager presents tentative decision subject to change after inputManager defines limits within which others make decisions
14 Aspects of the Team Leaders Role Involving peopleSolving 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 problemsDo 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 listeningAsking questionsEncouraging the team members to think through issues and come up with solutionsGiving honest and constructive feedbackcopyright Deeside College
18 Giving FeedbackAs 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.
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 thefollowing areas?Budget expenditureStaff recruitmentTask allocationChanging staff shiftsStaff disciplinary issuesWhat would you do if faced with asituation where your authority was limited?
22 AccountabilityAccountability 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 & TrustThink 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 doneGive on-the-job support if a member needs itGive negative feedback constructivelyEnsure team members are clear as to their roleGive instructions in a clear and non ambiguous waySupport and protect team membersStand by the team in times of troubleAvoid getting drawn in to ‘office gossip’
26 Gaining Trust & Respect ‘Muck in’ with the team if necessaryTake your turn with the unpleasant tasksBe clear as to aims and objectivesTreat everyone equally and fairlyLead by exampleCommunicate good and bad newsBe honestIf 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 othersDecision makingRespect from othersHonestTrustworthyTreat people fairlyAssertiveTechnical knowledgeKnowledge of staff members’ skillsKnowledge of organisation’s proceduresPatientSupportiveExcellent communication skills
28 Individual Activity (5 minutes) Using the list produced, self-assess your skilllevels in each of these areas.Use this scale:-ExcellentVery GoodGoodFairPoorVery poor
29 Assessing your own Skills What other methods are there for you to assessyour own skills as a team leader?Feedback from manager, peers, and team membersAppraisals or performance reviews‘Reflection’ and ‘Critical Incidents’
30 Getting Feedback from Others As part of the assessment for this unit, you have to getfeedback 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 ExperienceReviewing the ExperiencePlanning How to Change/ImproveDraw ConclusionsKolb’s Experiential Learning Cycle (1984)
32 Receiving FeedbackWhatever 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 OutcomesBy 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