The leaders role in Team Building

1. The MAANZ MXpress Program
Effective Leadership and Team Building
Dr Brian Monger
Copyright March 2013.
This Power Point program and the associated documents remain the intellectual property and the
copyright of the author and of The Marketing Association of Australia and New Zealand Inc. These
notes may be used only for personal study and not in any education or training program. Persons and/or
corporations wishing to use these notes for any other purpose should contact MAANZ for written permission.
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2. MAANZ International
• MAANZ International, is a Not for Profit, internet based
professional and educational institute which has
operated for over 25 years.
• MAANZ International offers Professional
Memberships;
• Marketing Courses (Formal and Short)
• And Marketing Publications
• www.marketing.org.au
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3. Dr. Brian Monger
• Brian Monger is the CEO of MAANZ International
and a Professional marketer and consultant with
over 40 years experience.
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4. Leadership
"A leader is one who accomplishes challenging objectives by securing the
voluntary co-operation of his subordinates and peers without having to rely
in a major way on rewards or penalties."
- Joe Batten.
"The best executive is the one who has sense enough to pick good people to
do what he wants done, and enough self restraint to keep from meddling
with them while they are doing it".
- Theodore Roosevelt.
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5. Leadership
People are our only management asset capable of increasing in value.
Desks and filing cabinets will not be worth more next year.
"A leader is best when he is neither seen nor heard, not so good when
he is adored or glorified, worst when he is hated and despised. But
a good leader when his work is done, his aim fulfilled, the people
will say, 'We did this ourselves'."
- Lao-tzu.
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6. Leadership
Leaders are individuals who create visions for people to believe in.
They inspire trust and loyalty and understand how to direct the talents
of others to achieve desired objectives.
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7. Leadership
Leadership is defined as an ability to influence, inspire, and direct the
actions of a person or group toward attaining desired objectives.
Leaders are able to inspire trust and loyalty, and they understand how
to direct the talents of others toward achieving an important goal.
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8. Skills
Leaders differ in their backgrounds, viewpoints, and physical
characteristics. Studies have shown, however, that there are five
skills that the best leaders develop during their careers.
Empowerment refers to a leader's ability to share power with his or her
followers by involving them in setting objectives and planning. This
requires spending time with your employee, but particularly with your top
people. Although they may be very successful, their need to feel involved
and influential is even greater than for most employee.
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9. Skills
Intuition refers to the ability to anticipate change and take risks. The
marketplace for most products is changing rapidly in today's business
environment and the ability to react quickly is critical.
Self-understanding implies a willingness to receive both positive and negative
feedback from other people, including subordinates.
Vision is future oriented and therefore includes the idea of change. Managers
must develop and sell to their subordinates a vision of how performance
objectives can be achieved.
Value congruence allows a leader to delegate to others the authority to run
their own operations.
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10. Successful Leadership
A leader is likely to be successful if:
* He knows exactly what his objectives are and respects the fact that there
are limits on what he can achieve and on what he can expect others to
achieve.
* She plans in advance individual and group work and responsibilities, but is
flexible enough to realise that during implementation plans may need to be
changed to accommodate individual and group needs.
* He succeeds in establishing good relationships with his group through being
empathic, while being able to maintain the respect of the group.
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11. Successful Leadership
A leader is likely to be successful if:
* He knows exactly what his objectives are and respects the fact that there
are limits on what he can achieve and on what he can expect others to
achieve.
* She plans in advance individual and group work and responsibilities, but is
flexible enough to realise that during implementation plans may need to be
changed to accommodate individual and group needs.
* He succeeds in establishing good relationships with his group through being
empathic, while being able to maintain the respect of the group.
*
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12. Successful Leadership
She avoids posing as a teacher or prophet, but maintains control of the group's
activities.
* He needs to be able to instil a feeling of self-worth in individuals.
* She allows ideas and views to come from the group rather than imposing
her own views.
* He does not impose his leadership on the group. The successful leader
should not have to assert his position, by trying to appear more
knowledgeable and skilful than others. The successful leader will gain the
respect of the group because he is skilful, knowledgeable and diplomatic in
the way in which he carries out his role.
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13. Communication
The leader needs skill in communicating ideas, requesting information
and making commands. Because of his position, a leader can
become a self appointed censor blocking the flow of information.
He may not invite employees to contribute ideas because of jealousy or
insecurity. If the leader provides information without a complete
understanding of the issue, further misinterpretation and
misunderstanding by others is inevitable.
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14. Leadership Styles
• A leader’s duties include motivating and encouraging staff.
• If you are attempting to influence the behaviour of others, then
you need to think about your leadership style.
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15. Leadership Styles
• Leadership style is the pattern of behaviours that
others perceive you to use when trying to influence
their behaviour.
• While your perceptions of your own behaviour are
important and interesting, these perceptions are not
very useful unless they match the perceptions of
others.
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16. Leadership Styles
• Every leader has an instinctive leadership style that is a behaviour pattern
they use more or less consistently when dealing with staff. We know that
managers differ in their style, so the question is raised, What is an effective
managerial style? or, Is my style effective in a particular situation?
• The word effective in these questions refers not to mere compliance, but
compliance with a positive and enthusiastic attitude. Employee may
outwardly react properly, but if their attitude is negative or noncommittal
their chances of succeeding are greatly reduced.
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17. Leadership Styles
• A manager's instinctive leadership style may not be
the best style for a particular situation, even though
this style will be the most comfortable for the
manager.
• Fortunately, good managers are able to modify their
instinctive behaviours for the most effective
leadership styles, if the concepts involved are
understood and the appropriate style is identified.
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18. The Four Leadership Style Model
Four leadership styles are shown in Figure 1 and are referred to
as directing, coaching, supporting, and delegating.
Each style results from a combination of high or low supportive
and directive behaviour.
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19. High
Supporting Coaching
Supportive Behaviour
Delegating Directing
Low High
Directive Behaviour
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20. The Four Leadership Style Model
• A directive style (low supportive/high directive) is
one in which a manager tells a staff member what,
when, how, and where to do various tasks. Problem
solving and decision making are initiated solely by
the manager. Communication is largely one way For
example, the leader may establish a call frequency
pattern for all the customers in a staff member's
territory based on past sales to each customer. No
deviations from the pattern are permitted.
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21. The Four Leadership Style Model
• With a coaching style (high supportive/high directive), leaders
still provide a great deal of direction and lead with their own
ideas, but the employees ideas are solicited, as are their
feelings about decisions. In this case, a leader may ask the
employee for a reaction to the call frequency schedule and will
consider exceptions to the general policies that the employee
feels are justified.
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22. The Four Leadership Style Model
• A supportive style (high supportive/low directive) calls for a
shifting of the day-today decision making and problem solving
from the leader to the staff member. The manager's role is to
provide recognition and to listen actively and facilitate
problem solving and decision making by the staff member.
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23. The Four Leadership Style Model
• With a supportive leadership style, management would decide
that a particular schedule is required but would allow the
employee to devise their own way to do it. The leader may
provide past report information and suggest any changes in the
schedule that are felt to be necessary.
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24. The Four Leadership Style Model
• Finally, a delegating style (low supportive/low
directive) is one in which the leader discusses the
problems with the employee until a joint agreement is
reached on the problem definition. Following this
discussion, the decision making process is delegated
totally to the employee to decide how a problem is to
be handled. In this case, the primary focus of the
leader and staff member interaction is to arrive at an
agreement as to what is causing a particular problem.
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25. Power and Leadership
• Power can be defined as the ability of one person or
department in an organisation to influence other people to
bring out desired outcome.
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26. Power and Leadership
• Legitimate power is based on the manager's position in the
organisation. Employee may put extra effort behind products
that a leader has targeted for special promotion because they
think that a manager has a right to expect this effort
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27. Power and Leadership
• Reward power depends on a leader's ability to reward
subordinates for compliance. For example, some employee
may only put extra effort behind a particular product because
the leader has offered to pay a bonus for each unit sold over a
three month period. The extent of this power will depend on
the amount of bonus paid and the importance of extra
compensation to the staff member.
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28. Power and Leadership
• Coercive power refers to compliance due to fear of
punishment. Employee may feel that they could be fired if
they do not spend extra time prospecting for new customers.
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29. Power and Leadership
• Referent power is the leader's influence on others because of
their identification or friendship with the manager. Employee
may comply because they feel a friend should be able to
expect compliance or because they so respect and admire a
manager that they want to be like this person.
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30. Power and Leadership
• Expertise power is based on a manager's specialised
knowledge. Thus an employee may put extra effort into
targeted accounts because a leader may have a long and
distinguished track record.
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31. Situational Leadership Model
• Hersey and Blanchard have proposed • Supportive behaviour is the extent to
a situational leadership model that which a leader engages in two-way
describes four different types of communication involving listening,
leadership styles. These four providing support and
leadership styles are based on two encouragement. When emphasising
characteristics: directive and supportive behaviour, a leader
supportive behaviour. Directive involves the employee in the decision
behaviour is the extent to which a process.
leader engages in one-way
communications, spelling out to
followers what to do, where to do it,
when to do it, and how to do it.
Around this structure, performance is
closely supervised and controlled by
the leader.
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32. • For more information about MAANZ International and
articles about Marketing, visit:
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• Email: info@marketing.org.au
• Link to this site - - http://www.slideshare.net/bmonger
for further presentations
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33. • These slides are a sample taken from a MAANZ MXPress
Short course.
• (http://www.marketing.org.au/Marketing_Express.aspx)
• All MXPress courses come complete with lecture slides
and fill notes
• Plus an electronic certificate
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34. END
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