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BBA 4006 Leadership and Team Building (Coursework)

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BBA 4006 Leadership and Team Building (Coursework)

xxx

Uploaded by

Ventus
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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BBA 4006

LEADERSHIP & TEAM BUILDING (COURSEWORK)

TAN WAH TIONG


940928-14-5531
201565

NOVEMBER 2015

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COURSEWORK
Please describe self-management behaviors.
Self-management behaviors is arguably the most important of all those we have
described. Being able to manage yourself is critical to your success as a leader.
Resilience
Excellent leaders are able to stand up to difficult situations and are not demotivated
when faced with setbacks. They will be determined to achieve goals or outcomes even
when faced with significant opposition.
When combined with Interpersonal Relationships, individuals will also tend to assess
others' reactions to their position or argument and, as a result, be sensitive to the impact
of their stance. Resilience should not, of course, be confused with stubbornness.
Self-development
Just the fact that you are reading this book is an indication that you can demonstrate
some level of this behavior. This is good news because there is a strong correlation
between individuals who take their personal development seriously and successful
leadership.

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Individuals strong in this behavior take responsibility for their personal development.
They will have a clear understanding of their development and career goals and actively
seek opportunities to expand their roles and experiences to meet these goals. They will
constantly evaluate their own performance and see all experiences as development
opportunities.
Self-control
It is important, especially when dealing with sensitive situations, for a leader to be in
control of their emotions not losing their temper or, on the other hand, becoming
over-excited.
Individuals who demonstrate high levels of Self-control will be conscious of the way
they would normally react, especially under stressful situations or if provoked, and will
tend to portray a more controlled response to a situation, when needed. This will be
especially true where they also demonstrate high levels of Adaptive Behavior.
Of course, an extreme level of self-control could lead to an individual coming across as
cold and unexpressive which for a leader, is likely to be unhelpful.
Self-Confidence
Leaders must believe in their own capability to lead, to make decisions and in the work
they do. This self-confidence comes from a heightened understanding of their personal

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strengths and weaknesses. Any lack of self-confidence is so easily picked up by others


and so can undermine a leader's credibility.
Individuals who demonstrate self-confidence will have a `can-do' z-. de when
approaching tasks but, at the same time, will be realistic about their capabilities. They
will not worry about taking on challenges or additional responsibilities but will only do
so on the basis of a balanced appreciation of their capability to deliver.
Please describe six developmental stages of a team.
Even though a team is not animate or alive, it does pass through various growth or
developmental stages, just like a human being. A growth process favoured by many
management gurus is the following:
(i) The PRE-STAGE formation. This is the preliminary or first stage, where there is a
loose inference of group work or a sign that a few people liked to flock together and
unite to accomplish a common assignment, goal or project.
(ii) The FORMING stage. Here, the new team members demonstrate mixed attitudes
that may include excitement, optimism, reservation, scepticism, anxiety and doubt.
(iii) The STORMING stage. At this third stage, team members argue about issues
revolving around actions, methods, decisions and reporting hierarchy. They are testing
boundaries and measuring others.

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(iv) The NORMING stage. At this fourth stage, the members begin to accept team rules,
roles, strengths, idiosyncrasies, rituals, behaviors, moods, and other nuances.
(v) The PERFORMING stage. This fifth stage will witness team members becoming
synergistic, effective and cohesive.
(vi) The ADJOURNING stage. At this sixth stage, the team may adjourn or disband
after the assignment, task, project or mission has been accomplished. It will band
together again to plan and strategise the new assignment, project and mission that it has
been mandated to achieve.
We have to be mindful, though, that not all teams go through the entire six-stage
developmental process. And the developmental or growth sequence may vary, since
naturally many things affect a team's development. What are these many things? They
are issues like:
(i) Diversity of team members
(ii) How well team members know each other
(iii) How team members have worked together in the past
(iv) How clear team members are about their respective roles.

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