LEADERSHIP AND TEAM EFFECTIVENESS

LECTURE – 01
Introduction to Leadership & Team Management
PROF. SANTOSH RANGNEKAR
DEPARTMENT OF MANAGEMENT STUDIES

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Contents
1. Introduction
2. What is Leadership?
3. Leadership – Science or Art?
4. Leadership – Rational or Emotional?
5. Team Management
6. Type of Teams
7. Case Study
8. Research Paper
9. Book Recommendation

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“Before you are a leader, success is all about growing yourself.
When you become a leader, success is all about growing
others.”
– Jack Welch

“The greatest leader is not necessarily the one who does the
greatest things. He is the one that gets the people to do the
greatest things.”
– Ronald Reagan

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Introduction
• Leadership as the ability to influence a group toward the achievement of a
vision or set of goals.
• Leadership is a process of interpersonal relationships through which a
person attempt to influence the behaviour of others for attaining the
predetermined objective.
• Organizations need strong leadership and strong management for optimal
effectiveness.
• Leaders are needed to challenge the status quo, create visions of the
future and inspire organizational members to want to achieve the visions.

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What is Leadership?
Researchers have defined leadership in many ways:
• The process by which an agent induces a subordinate to behave in a
desired manner.
• The process of influencing an organized group toward accomplishing its
goals
• Actions that focus resources to create
desirable opportunities.
• Creating conditions for a team to be effective.
• The ability to get results and the ability to
build teams; these represent the what and the
how of leadership.
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Definitions of Leadership
Author Name Definition
Prentice, “Leadership is the accomplishment of a goal through the
W.C.H(HBR) (1960) direction of human assistants. A leader is one who
successfully marshals his human collaborators to achieve
particular ends.”
Northouse (2004) "Leadership is a process whereby an individual influences
a group of individuals to achieve a common goal."
Jacobs & Jaques "Leadership is a process of giving purpose (meaningful
(1990) direction) to collective effort and causing willing effort to
be expended to achieve purpose.”

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Definitions of Leadership (Cont.)
Author Name Definition
Joanne Ciulla "Leadership is not a person or a position. It is a complex
(1998) moral relationship between people, based on trust,
obligation, commitment, emotion, and a shared vision of
the good."
Cohen, W.A.(1990) "Leadership is the art of influencing others to their
maximum performance to accomplish any task, objective
or project.”
Donelly, J.H. & "Leadership is an attempt at influencing the activities of
Ivancevich, J. M. & followers through the communication process and
Gibson, J.L. (1985) toward the attainment of some goal or goals.”

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Leadership Is Both a Science and an Art
• Saying leadership is both a science and an art emphasizes the subject of
leadership as a field of scholarly inquiry, as well as certain aspects of the
practice of leadership.

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Leadership Is Both a Science and an Art (Continued)
• Some managers may be effective leaders without ever having taken a
course or training program in leadership, and some scholars in the field
of leadership may be relatively poor leaders themselves.

• Even so, because skills in analyzing and responding to situations vary

greatly across leaders, leadership will always remain partly an art as well
as a science.

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Leadership Is Both Rational and Emotional
• Leadership involves both the rational and emotional sides of human
experience.
• Leadership includes actions and influences based on reason and logic as
well as those based on inspiration and passion.
• People are both rational and emotional, so leaders can use rational
techniques and emotional appeals to influence followers, but they must
also weigh the rational and emotional consequences of their actions.
• One example of this is the civil rights movement of the 1960s, which was
based on emotions as well as on principles. Dr. Martin Luther King Jr.
inspired many people to action; he touched people’s hearts as well as
their heads.

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Leadership and Management
• The word Management suggests words like efficiency, planning,
paperwork, procedures, regulations, control, and consistency.

• Leadership is often more associated with words like risk taking, dynamic,
creativity, change, and vision.

• Some say leadership is fundamentally a value-choosing, and thus a value-

laden, activity, whereas management is not. Leaders are thought to do the
right things, whereas managers are thought to do things right

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Leadership and Management

Leadership Management

Figure – Leadership and Management Overlap

Image Source: (Hughes, Ginnett, & Curphy, 2015)

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Difference between Manager and Leader
Manager Leader
Administer Innovate
Maintain Develop
Control Inspire
Short-term view Long-term view
How and When What and Why
Imitate Originate
Accept the status quo Challenge it

Image Source: (Hughes, Ginnett, & Curphy, 2015)

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 Team
• A group whose individual efforts result in performance that is greater than the
sum of the individual inputs.
• It generates positive synergy through coordinated effort.

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 Definitions of Teams
Authors Definitions
Katzenbach, J.R. and A team is a small group of people with complementary
Smith, D.K. skills committed to a common purpose and set of
specific performance goals.
W. Dyer A team is a work group that must rely on collaboration if
each member is to experience the optimum success and
achievement.
Leigh Thompson "[A] team is a group of people who are interdependent with
respect to information, resources, knowledge and skills and
who seek to combine their efforts to achieve a common goal".

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 Team Management
• Team management refers to as “a group of individuals, each of whom has a
personal responsibility for leading some part of an organization, [and] who
are interdependent for the purpose of providing overall leadership for a
larger enterprise”.

• Team management refers to the various activities which bind a team

together by bringing the team members closer to achieve the set targets.

• The individuals forming a team should ideally think more or less on the same
lines and should have similar interests and objective.

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 Types of Teams
Problem-Solving Teams
• Groups of 5 to 12 employees from the same department who met for a few
hours each week to discuss ways of improving quality, efficiency, and the work
environment.
• These teams rarely have the authority to unilaterally implement any of their
suggestions.

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 Self-Managed Teams
• Self-managed work teams are groups of employees (typically 10 to 15 in
number) who perform highly related or interdependent jobs and take on many
of the responsibilities of their former supervisors.
• Self-managed work teams even select their own members and evaluate each
other’s performance. Supervisory positions take on decreased importance and
are sometimes even eliminated.

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 Cross-Functional Teams
• Cross-functional teams , made up of employees from about the same
hierarchical level but different work areas, who come together to accomplish a
task.
• All the major automobile manufacturers—Toyota, Honda, Nissan, BMW, GM,
Ford, and Chrysler—currently use this form of team to coordinatecomplex
projects.

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 Virtual Teams
• Virtual teams use computer technology to unite physically dispersed members
and achieve a common goal.
• They collaborate online—using communication links such as wide-area
networks, videoconferencing, or e-mail—whether they’re a room away or
continents apart.

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Effective Team Characteristics and Team Building

Teams vary in their effectiveness. If a team is to work effectively, the following

four variables need to be in place:
➢ Task: Does the team know what its task is?
➢ Boundaries: Is the collective membership of the team appropriate for the
task to be performed?
➢ Norms: Does the team share an appropriate set of norms for working as a
team?
➢ Authority: Has the leader established a climate where her authority can
be used in a flexible rather than a rigid manner?

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Case study
Read case study and determine what action you think would be most appropriate
for the leader to take in the situation. Rank your answers from 1-4 with #1 being
the most appropriate leadership response and #4 the least appropriate leadership
response.

• As Project Director you have worked closely with one of your teams for several
years. Their work is excellent, and the team gets along well together.
Recognizing their abilities, you feel they can now work more on their own. You
have begun this year to redirect your energies to other projects and teams, and
they have continued to work effectively. You must now ask them to accept
additional tasks and responsibilities. YOU WOULD. . .

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Case study
a) Assign them the new responsibility, make sure they know what to do,
and supervise them closely.
b) Give them the new responsibility. Tell them that you are pleased with
their past performance and that you are sure they will do well with this
new responsibility. Facilitate the team’s meetings.
c) Make sure they know what you want them to do but incorporate any
helpful suggestions they have.
d) Let them determine how to complete the new responsibility and be
available to support them and provide the information and resources
that will be needed

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Research Paper
Paper: Democratic leadership and
organizational performance: the moderating
effect of contingent reward
Authors:Sam Kris Hilton, Helen Arkorfu,
Albert Martins
Journal: Management Research Review
Published: 5 February 2021
DOI: 10.1108/MRR-04-2020-0237

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Purpose
• The purpose of this study is to investigate the moderating effect of
contingent reward on the relationship between democratic leadership and
organizational performance

Design/methodology/approach
• Explanatory and cross-sectional survey designs were used. A quantitative
research approach was also adopted to collect the data from 476
employees in the telecommunication industry. Using statistics package for
social science, the data was analyzed via descriptive statistics, correlation
and hierarchical regression techniques.

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Findings

• This finding provides empirical evidence for the enhancement of

democratic leadership through the introduction of contingent rewards
• Study point out contingent reward as an effective moderator for other
leadership styles in predicting organizational performance.
• Compared to the extant literature on the positive relationship between
democratic leadership and organizational performance, the present study
reveals that such a relationship can be augmented and moderated with
contingent reward for a stronger effect.

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Practical Implication
• The findings of the study imply that managers in the telecommunication
industry should exhibit democratic leadership to improve the performance
of their organizations.
• It implies that democratic managers would have to incorporate contingent
reward (in the form of recognition, award, incentives and financial
rewards) into their governance style to induce employees to perform
beyond expectation.
• This would increase the satisfaction and commitment level of employees
and, in turn, increase organizational performance.

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Book Recommendation
LEADERSHIP: Enhancing the Lessons Of
Experience (Eighth Edition)
Edited By: Andrea Heirendt
Publisher: ©2015 by McGraw-Hill Education
Authors: Richard L. Hughes, Robert C.
Ginnett, Gordon J. Curphy
Language: English
Paperback: 753 Pages
ISBN: 978-0-07-786240-4
MHID: 0-07-786240-6
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Book Recommendation
THE LEADERSHIP CHALLENGE : How to
Make Extraordinary Things Happen in
Organizations
Edited By: James M. Kouzes and Barry Z. Posner
Publisher: Jossey-Bass(A Wiley Imprint), 2012
Language: English
Paperback: 412 Pages
ISBN: 978-1-11-939756-4

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References
• Bang, Henning & Midelfart, Thomas. (2017). What characterizes effective
management teams? A research-based approach. Consulting Psychology Journal:
Practice and Research. 69. 10.1037/cpb0000098.
• Hilton, S.K., Arkorful, H. and Martins, A. (2021), "Democratic leadership and
organizational performance: the moderating effect of contingent reward",
Management Research Review, Vol. 44 No. 7, pp. 1042-1058.
https://doi.org/10.1108/MRR-04-2020-0237
• Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: Enhancing the
Lessons of Experience (8th Edition). McGraw Hill.
Online Sources
• https://www.managementstudyguide.com/team-management.htm
• https://corehr.wordpress.com/2012/06/26/team-management-meaning-
and-concept/
• https://en.wikipedia.org/wiki/Team

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Thank You

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