ROLE OF LEADERS IN TEAM

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 Why do companies use teams?
Satisfies the human social need to belong
Two heads are better than one
The whole can be greater than the sum of its parts
Team members build trust and want to help each other
Promotes better communication
Multiplies the potential of individual members
Produces positive peer pressure

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 A team leader is someone who provides direction,
instructions and guidance to a group of individuals, who
can also be known as a team, for the purpose of achieving
a certain goal. An effective leader will know her team
members strengths, weaknesses and motivations.

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 Team leaders serve various roles in an organization. Their job
is to get tasks done by using all of the resources available to
them, including other employees or team members. Below is a
list of some important roles a team leader must often take on:
Develop a strategy the team will use to reach its goal
Provide any training that team members need
Communicate clear instructions to team members
Listen to team members' feedback
Monitor team members' participation to ensure the training
they providing is being put into use, and also to see if any
additional training is needed
Manage the flow of day-to-day operations
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 Team Leader
Team Recorder
Team Quality Advisor
Team Member

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 Team Leader
Official contact between the team and the rest of the
organization
Official record keeper
Serve as a team member
Implement team recommendation
Will be the coach for the rest of the team

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 Team Recorder
Takes minutes during team meetings
Assists the team leader with other types of correspondence
that is generated by the team

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 Team Quality Advisor
Focuses on team processes and how decisions are made
Assists the team leader in breaking down tasks into
component parts and assigning those parts to other team
members
Helps the team leader prepare for meetings
Helps the team members learn to use the scientific
approach
Helps team members convert their recommendations into
presentations that can be made to upper management

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 As a team leader, the responsibility is for: agreeing work goals or
objectives with your team members (what work needs to be done, and by
when); supporting team members to achieve their objectives; and taking
action when team members are not performing effectively. A team that is
working effectively is a team that can achieve its objectives. It will be a
successful team.
It is important that team leaders work with the member of their team to
identify the source of the problem. Together they should agree what
specific action needs to be taken and what support is available to help
overcome the problem.
It is important to be clear about the type of problem and realistic about
the support that can be offered. The team leaders role is to support team
members to perform their work tasks effectively. But you should also
recognize the limits of your role in dealing with a team members personal
problems.
As a team leader you need to be informed and up to date about the
support
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your organization can offer to help people with problems.
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 Expect and encourage teamwork. It is difficult to expect people to come together as
effective teams if there isnt a clear and definitive expectation of the importance of that.
It may seem obvious to you, but you probably know what assuming can do if you
want great teams, start by making your expectations clear. Then make sure you are
encouraging teamwork through your conversations, feedback, recognition and rewards
systems and more. Expectations are great, but your daily actions will show how
important teamwork is to you and your organization.
Be committed to team success and help grow the commitment of others1. The best
teams are committed to their success and to each other. Are you committed to both of
those things? As the leader of a team you are also part of the team, too. Yes your role is
different, but are you all in for the team? If you arent, how can you expect them to be?
While being committed yourself is important, you must recognize the importance of
this commitment and engagement and encourage it in others as well. This may require
conversations, coaching and even conflict resolution, but doing the things that help
teams become more committed to the work and each other will pay huge dividends in
results.
Create a team vision and help people personalize it. A team can be committed and get
along and do great work, but if they arent moving in a direction that is the desired
direction for overall organizational success, they are less effective than they could be.
Whether you set the goals or involve them in setting them, no team can succeed
without them. Goals alone arent enough however. We must help people connect their
personal work to the goals of the team and the vision of the organization. Our role as
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leaders is to help make that happen.
 Focus on relationships and encourage others to do the same.2 Often leaders make the
mistake that if people get to know each other, they will get along better and most, if not
all, team problems will melt like the Wicked Witch of the West. While many consultants
make a living based on this basic premise, it is short sighted and incomplete. That said,
relationships among team members matter and will aid in team development and success.
If you want highly successful teams, be a relationship builder and allow time and space for
team members to build relationships while they accomplish tasks.
Be available to help and let your team grow independent of you. Your team will need you,
you are committed and are excited and believe in the goals of the team. You must have
time and invest time in your team. And . . . you must leave them alone. Dont micromanage
them. People grow and learn with help, but you cant do things for them. Give them space,
opportunity and be patient. Finding this balance may be a challenge, but remember that as
they learn and grow you are leveraging that learning for the lifetime of the team.
Be supportive and encourage team members to support each other. Be supportive both
of the team as a whole, which we have already talked about in several ways, but also of
the individuals on the team. Remember that a team is made up of individuals, and when
you support them you are building their confidence and creating positive attitudes. Since
you know that confidence and a positive attitude and energy will improve individual (and
team) results, it is important that you not only do this, but help people do the same for
each other. Creating this upward spiral or support and encouragement will grow your
teams results as fast as almost any other thing, and it starts with you.
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 Turning Individuals into Team Players

"Reward". Rewarding or compensation of employees/team

members plays important roles in managing a team and
performance.
Compensating Teams:
An employee's total compensation has three components. The
first and the largest element is base compensation (i.e., salary).
The second component of total compensation is pay incentives
(i.e., bonuses and profit-sharing). The third component is benefits
or indirect compensation (i.e., insurance, vacation,
unemployment, and perks

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 Team-based reward and recognition systems can promote
teamwork
Focus should be rewarding teams for achieving specific goals

Why People Leave Their Jobs?

o They feel they do not make a difference.
o They do not get proper recognition.
o They are not learning anything new or growing as a person.
o They do not like their coworkers
o They want to earn more money

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People leave organization due to many reasons but one of
them might be the improper compensation system.
Reasons for tailoring compensation to individuals:
Motivation comes from within the individual as opposed the
group.
The development of skills and behaviors isan individual undert
aking.
Fairness in dealing with teams does not mean equal pay for all
Team compensationis not a payoff but a means of nurturing b
ehavior that benefits the team

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 Basic Requirements
The behaviors that are expected must be communicated to all
those affected so they know exactly what is meant by
rewardable performance.
Both team leaders and team members must be explicit about
what behaviors are expected, why they are necessary, and how
they will be recognized and rewarded.

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Decide what performance to
measure

Determine how to measure

performance

Identify rewards to be offered

Integrate related processes

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 Starting from attracting the good team members/employees to
retain every thing is revolving on the reward system of
organization. Three important HR related behaviors like
turnover, absenteeism and attendance is directly linked with
the reward system of organizations.
With better reward system we can minimize the turnover,
absenteeism and attendance and vice versa.
Reward is also used to reinforce positive behavior and reduces
the undesirable behaviors.
Total compensation comprises of direct like wages, salary,
commission, gain sharing etc. while indirect benefits, vacation,
insurance, etc. Even positive behavior of manager/leader also
play important role in modifying the behaviors of the team
member/employees. We can see a wide range of benefits
organization use to attract, and retain the employees.

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 Attraction and retention (employees compare to other firms
in the market)
Motivating performance (contingent on expectancy & equity)
Getting employees to gain skills and knowledge
Reinforce the organization's culture
Not cost the firm too much
Designing Rewards
Always remember your basic motivational theories
Options for reward systems
Objectives of reward systems
How rewards impact organizational effectiveness
Implementing a reward system
Appropriate rewards practices sometimes vary between
countries
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Individual rewards
fosters independent behavior
may lead to creative thinking and novel solutions
encourages competitive striving within a work team

Team rewards
emphasize cooperation & joint efforts
emphasize information sharing

Both have same purpose

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 Incentive pay
Recognition
Profit sharing
Gain sharing

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There are several plans that can be used: Merit pay, bonus
programs, and awards. Advantages of individual-based pay-
for-performance plans include rewarded performance is
likely to be repeated, financial incentives can shape an
individual's goals, they help the firm achieve individual equity,
and they fit in with an individualistic culture. Disadvantages
include they may promote single mindedness; employees do
not believe pay and performance are linked, they may work
against achieving quality goals, and they may promote
inflexibility.

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 Recognition of employee's efforts is also very important
motivational factor and part of reward system.

General Rules:
o Not everyone should get it
o Give in timely manner
o Publicize it
o Tie it to team performance
o Personalize awards
o Nomination should be simple
o Recognize performance linked to org. goals

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A percentage of the value of increased productivity is given to
employees (prearranged formula). These plans reward all
workers in a plant or business unit based on the performance
of the entire plant or unit. Plant wide plans are generally
referred to as gain sharing programs because they return a
portion of the company's cost savings to the workers, usually
in the form of a lump-sum bonus. Advantages include eliciting
active employee input, increasing the level of cooperation,
fewer measurement difficulties, and improving quality.
Disadvantages include protection of low performers,
problems with the criteria used to trigger rewards, and
management-labor conflict.

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 Corporate profits are distributed to all employees. This is
the most macro type of incentive program and is based
on the entire corporation's performance. The most
widely used program of this kind is profit sharing which
differs from gain sharing in several important ways: no
attempt is made to reward workers for productivity
improvements, they are very mechanistic, and typically
they are used to fund retirement programs. Advantages of
this plan are financial flexibility for the firm, increased
employee commitment, and tax advantages. Disadvantages
include risk for employees, limited effect on productivity,
and long-run financial difficulties
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 The three different types of role that people can play in the team technical,
functional and team roles. The first type of role someone plays in the team is
that of undertaking the team task; in other words, working on the task that the
team has been assigned is known as their technical role. The second type of role
consists of the tasks that are required to make the individual members of the
team function effectively as a team (a functional role). In this section we shall
turn our attention to a persons functional role in a team. The third type of role
that a person can play in the team, a persons team role.
Working on the process of team organization and management often appears
to be of secondary importance when compared with that of working on the
task and meeting deadlines. However, ensuring that team members work
constructively together will prevent the team from drifting aimlessly, sometimes
acrimoniously, without getting much goal-oriented work done.
Some of these process-related tasks are best defined and carried out by team
members having particular roles. In the remainder of this section we will
describe these roles, and give recommendations as to how these roles can be
allocated and which roles you should have in your team.
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Teams needs to agree on who is going to carry out which role (role allocation). This need not be fixed for the
lifetime of the team, particularly in operational teams. You could, for example, rotate the roles so that everyone
takes a turn and thus gains experience of the different roles (as in some forms of democratic team). Or you may
want to allocate the crucial roles within the team to the people who would like to take them, are best qualified
to carry them out through prior or current experience, or even to people who would like to take on an
unfamiliar role in order to gain experience of performing that role.
Team leader - Even where decisions may be taken by the whole team, someone has to take responsibility for
chairing meetings, or their virtual equivalent. In a meeting, this person has responsibility for clarifying the
aims of the meeting and its agenda. They should introduce each item on the agenda, guide the discussion of
the items and then summarise the discussion and decisions taken. If the team leader has a strong leadership
role they will also have a key role to play in decision making, partitioning of tasks and allocation of activities.
Record keeper- A team needs someone who takes notes in meetings: a team secretary or record keeper.
One of their duties is to keep a record of what decisions have been taken, who is doing what, and the date of
the next meeting. A summary of the meeting, in the form of meeting minutes, will normally be circulated to
the rest of the team by the record keeper. Therefore, the minutes of the meeting can be seen as the official
record of the meeting and can be referred to if decisions are revisited or are in doubt. In the virtual team
setting, the easiest way to emulate this decision-making function of the meeting is to set a deadline by which
an issue must have been debated and a decision made, by voting if necessary. The team leader can facilitate
this process, with the record keeper recording the decision that is made.
In some operational and project teams, keeping records of issues (or bugs in computer software) is a
significant record-keeping task. Special issue tracking software has been developed that is often used by
helpdesk teams or those working in customer support departments to manage records of issues reported
by customers and their resolution. Project teams engaged in software development might well use a related
type of software bug-tracking software to help manage records of errors found, and the steps taken to
30 them, in the software they are developing.
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 Document controller -In project teams, the record keeper may coordinate the
production of team documents and reports through managing the different versions of
the documents that the team produces. Or this role could fall to the team leader. If
production of documents is a large task or requires knowledge skills that are held by
those with technical roles other than record keeper, then the role of document
controller is needed. While many projects do not have documents as their end-products
(projects in the construction industry and many information technology projects, for
example), most teams will have to produce periodic reports on their activities.
Progress chaser- A team needs someone who is responsible for ensuring that the team
is keeping to the schedule that the team members have set themselves and ensuring
that they will meet the external deadlines that have been given to them. Such a person
should monitor progress, ensuring that everyone is doing what they are supposed to
and that all the tasks that need to be completed by a particular date are on schedule
before the deadline and have been completed once the deadline has passed.
In a small team this may be undertaken by the team leader. In a large team the role of
progress chaser may be supported by a timekeeper who monitors how much time is
spent on each item in team meetings. In synchronous meetings it is easy to spend too
much time on the first few items of a long agenda, leaving too little time to discuss the
later items. A timed agenda allots time to each item. In asynchronous collaboration a
similar function may be needed, although usually an end-time is set for each
asynchronous discussion. In this case the timekeeper may need to allocate periods for
discussion
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and ensure that these are coordinated with MS
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milestones of the project.
15 November 2017
 In organizational studies, resource management is the
efficient and effective development of an organization's
resources when they are needed. Such resources may
include financial resources, inventory, human skills,
production resources, or information technology

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Having the right core team can make or break a project.
Therefore, great care should be taken when selecting team
members. It might be very useful to consider the following
elements:
Team size
Overall team composition
Team member selection and exclusion criteria
Member recruitment process

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3.1 Team size
Recommended size is a team of 3-12 members. A team of 5-7 members is the
best.
Small teams (3 or 4 members) work faster and tend to produce results quickly,
but there is less diversity.
Teams greater than 7 or 8 members require an expert facilitator and the creation
of sub teams to operate effectively. They have the potential for generating more
ideas and be more diverse.
3.2 Overall team composition
Ensure that the team represents the stakeholders involved in the project. A well-
rounded team includes a mix of members from relevant units/organizations involved in
the project having a wide range of experience and skills. Consider members who:
belong to relevant partners organizations or organizational units of the project
have different abilities such as:
- technical expertise and skills,
- administrative skills (e.g. problem-solving and decision-making skills),
- interpersonal and communication skills

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3.3 Team member selection and exclusion criteria
You need the "best and brightest" on your team, but even those people must work well together for
the project to succeed.When selecting team members, give preference to individuals who are:
Concerned about and committed to the common purpose and goals (interested in the project)
Enthusiastic

Optimistic

Creative, flexible and open minded

Proactive

Good team players:

- Work effectively as a member of a team
- Respect the values, beliefs and opinions of others
- Relate to and interact effectively with individuals and groups
- Are willing to cooperate to reach common goals
Well respected among peers and other leaders
Can devote time to the initiative.
3.4 How to recruit the best members for your team?
Keep in mind the project goals and the selection criteria mentioned above.
Identifyrelevant people in partner organization/s or unit/s. Make informal contact with those who
have been identified, as well as with anyone who knows them to see if they fulfill the criteria. Include
their interest in the project and the time needed to integrate the project.
Decide
35 if he/she is the right person with the preliminary information
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 What leadership/facilitator styles does your organization seem
to promote? Leadership/facilitator styles have an important
influence on teamwork within the organization.
The type of team you have will influence the
leadership/facilitator style, just as the leader/facilitator style
can influence the type of team you have.
The role the manager or leader/facilitator takes on will depend
on the task, as well as the level of skills and experience of the
team members. In a new organizational structure with well-
trained and enthusiastic team members, problems will occur if
the person is leading in a supervisory manner and not giving
team members any autonomy. They will be frustrated and the
organisation will not make use of all their talents.
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There are three leadership styles in the workplace.
Supervisor
Facilitator
Team leader/facilitator
Different leadership styles are useful for different types of
work place activity. The members of the teams will behave
differently because of the different style of leadership.
Examine the team leading chart below. It shows that leadership
style is not fixed. You can change your behaviour to become a
team leader or facilitator to suit the tasks and the team
members.

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People in a team can contribute leadership skills in many
ways. The more variety in the roles people play, the richer
the team. The chart below identifies some of these roles
within a team.
Role Behaviour
Initiator Suggests tasks and ideas, defines the issues with suggestions
Helper Offers help in response to problems
Motivator Likes to get things done and encourage others
Observer Watches the others
Doubting Thomas Doesnt think any ideas will work
Clarifier Makes sure everyone understands the issue
Influencer Can convince others
Surpriser Always comes up with new ideas
Summariser Pulls ideas together, makes decisions, suggestions
Mediator Tries to keep harmony, conciliates, offers compromise solutions
Gate keeper Helps other to take part, keeping communication channels open
Follower Accepts others ideas, can be an interested listener and positive team
member

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 Building facilitation skills, especially in organizational leadership, is essential to
positioning any group for success in rapidly changing work environments. By
investing in the development of facilitation skills, leaders recognize and value the
importance of full participation and provide their people with the best tools to
reach consensus-based success.
Facilitation is a method used to help groups develop processes that are effective
in order to accomplish desired outcomes. Since facilitation is so broad based and
varied according to "context" the authors will focus on one method of facilitation
and compare and contrast it to the methods of training, coaching, and mentoring.
The Institute for Cultural Affairs developed the facilitation method highlighted.
The Institute developed a basic facilitation process that results in more effective
communications. It is a process that can be used with individuals or groups. It is
also a tool that enables people to initiate and take part in a productive dialogue
while helping groups improve the way they identify and solve problems, make
decisions, and deal with conflict. This process is referred to as the ORID
(Objective, Reflective, Interpretive, and Decisional) method.

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 This method works by asking a series of questions that takes a group on a
journey of consciousness. This method is useful for reflecting on experiences
and trying to come to consensus on key decisions. Each discussion is tailor-
made for best results and questions have to be relevant to the subject and
the group. It is important to prepare questions in advance. Recommendations
for the best kind of questions to use in a group discussion include the
following guidelines:
1. specific questions get better results
2. specific examples and illustrations in answers should be asked
3. open-ended questions that cannot be answered with "yes" or "no" should
be employed.
The primary objective of this method is to direct the thinking of the group
involved toward making a decision. The model is built upon by asking a specific
sequence of questions that are relevant to the subject and the group. For
example, the context of a process may be to "define the rle of a facilitator." The
following
41 questions take participants on a four level journey of November
MS 232 15 awareness:
2017
 Step I - Objective:To get the facts and focus attention.
Question: What do you see on this list of criteria as the most
important attributes of an effective facilitator?
Step II - Reflective: To uncover someones emotions, feelings and gut
level reaction to an issue.
Question: What excites you about being a facilitator and what
concerns you about being a facilitator?
Step III - Interpretive: To determine layers of values, meaning, and
purpose regarding an issue.
Question: After reviewing all of these different ways to facilitate, which
ones do you think are important to being an effective facilitator?
Step IV - Decisional: To decide on the relationship and response to a
topic and the discussion they have had together. To take some kind of
action on a definitive short-term outcome.
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This method can be used to lead group discussions that result in
clearly stated ideas and well thought out conclusions. The ORID
Method of facilitation can become the basis for:

collecting data and ideas

giving out information
discussing tough issues
reflecting on important issues and events
getting ready to do a problem-solving workshop
group preparation of reports or presentations

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 A mentor is a trusted counselor or teacher. Mentoring is the process of walking along side
someone to learn from them. The term mentor describes a wide variety of relationship
and behaviors. The mentor helps with technical skill, career development, and psychosocial
functions. The mentor is usually senior to the mentee with respect to experience, rank, or
influence within the organization. Mentoring as a term and practice is hardly new.
Mentoring in organizations often takes place on an informal basis. More recently
organizations have developed more formal mentoring relationships. While a number of
organizations experimented with mentoring programs over the years, most notably in the
70's and 80's, they were primarily reserved for marginal and average performers as a tool
for performance improvement. A survey conducted by Human Resource Executive last
year found that the number of companies developing mentoring programs doubled
between 1995 and 1996, a percentage growth of 17% to 36%. This renewed interest can be
attributed to many factors, such as:
concern about employee morale and loyalty resulting from major restructuring and
downsizing activities
increased sensitivity to the issues of women and minorities
the need for succession planning
major change efforts which propel many organizations today and create the need for more
and
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 The mentoring relationship has many definitions and roles. A mentor can be
described as a trusted counselor or guide, a teacher, coach or tutor, or simply as
someone who takes a personal interest in your career and offers advice and
guidance. Mentoring is predominately a one to one activity which begins with
rapport, the French word meaning kinship. It requires active listening skills,
openness, trust, commitment and emotional maturity. Once the foundation is in
place, the relationship is nurtured by a mutual understanding of the goals and
desired outcomes of the relationship. It is further guided by measurements,
accountability, and results in learning and growth. In effective mentoring
relationships both the mentor and protg avoid dependency and learn to
recognize when it is time to let go.
When To Use Mentoring: While mentoring programs were first created to manage
a number of performance related problems, that is not a role for mentoring today.
Performance issues are better managed through coaching. True mentor programs
develop people by sharing knowledge that provides opportunities for networking,
teambuilding, leadership development, and career mobility. Mentoring enhances
communications skills, develops interpersonal skills and builds self-confidence.
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 Coaching
Team leaders should facilitate team development and
continuous improvement
Give teams a clearly defined charter
Make team development and team building constant activities
Mentor team members
Promote mutual respect between themselves and team members
Positively promote diversity within the team
Employee empowerment

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 What is the difference between a coach and a mentor? A
coach is a person who can tutor or train their team members
to develop the skills and knowledge the organisation needs.
A mentor helps a new or inexperienced team member by
supporting them with advice and by demonstrating the way
things should be done. A mentor is a role model. They will
advise team members about workshops or training that may
be coming up.
Mentoring and coaching are collaborative approaches to
leadership/facilitation. They use the concept of leading by
support and example, rather than directing staff.

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