This project involves the development of a mobile application to give decisional and behavioral support to a Leader who manages a team of people. The application is divided into three parts: - a first part provides an anonymous questionnaire that each team member must complete for the evaluation of their reference Leader, - a second part provides a self-assessment questionnaire that the Leader must fill in with respect to his behavior towards the team, - a third part concerns the matching of data between the assessment questionnaire of the team members and the Leader self-assessment questionnaire. The results will provide: - indications to the Leader on what behavioral aspects will have to improve, - the level of maturity of the team members

1. LeaderCheck App
Created by
Michele Palumbo
Angelo Conte

2. Evaluative questionnaire
of members of a team
with respect to their
leader
The leader's self-
evaluation questionnaire
with respect to their
situational leadership
Results Evaluation
questionnaire of the
team and the leader's
autoevaluation

3. • By pressing on leader rating, a reference
comes out with the name of the leader.
• After clicking on the name of the leader
will open the assessment questionnaire
compared to its leader.
• Each follower of the respective team,
through the login access to their own air
to be able to complete the questionnaire
concerning the evaluation of its Leader.
LOGIN FOLLOWER
USER AREA FOLLOWER

4. One of the most culturally difficult aspects of rationalizing and legitimizing, in the reality of many
Italian companies, is the nature of the role of the team leader. The role of the team leader is
based on the authoritativeness deriving from its competences and requires a style of direction
oriented towards social relations, that is, the construction and maintenance of good interpersonal
relationships, both in relation to the team and in Against the rest of the organization.
TEAM
MANAGEMENT
SKILLS

5. 1° Question — Interpersonal role
INTERPERSONAL ROLES
The leader manages to manage human relationships
between the resources of his team. There are the roles
of:
- liason: Regards the importance of managing
horizontal relations with the team or other
stakeholders,
- leader: central to the management of conflicts, the
creation of climates of trust and motivation within the
group,
- figurehead: representative of the Organization in all
formal issues with external/internal customers and
sponsors.

6. 2° Question —-Informational role
INFORMATIONAL ROLES
The leader can provide all the useful information to reach
certain tasks. He is able to connect the information flows
coming from the internal resources (progress of work,
criticality, etc...) with those deriving from other actors
(any additional requests) and to guarantee a
communication overall effective.
There are the roles of:
- monitor: receiver and information collector,
- disseminator: transmission of information to the
Organization,
- spokesman: information spokesman for the external
environment.

7. 3° Question — Decision-making role
DECISION ROLES
The leader favors the assumption of concerted decisions within the group.
There are the roles of:
- entrepreneur and change agent : it does not decide the direction to be
taken, but can be agent of change with respect to the mode of action,
- disturbance bandler: manager of the difficulties that can threaten the
team's work,
- resource allocator: related to planning and resource supply actions,
- negotiator: taking a negotiating role towards all the interlocutors both
internal and external to the team, to ensure results consistent with the initial
definition of the task.

8. 4° Question — Regulatory role
REGULATORY ROLES
The leader defines all that is needed to be able to bring
the objectives within the group to an end.
Standards are a major tool for achieving control and
predictability for all members of a group. The rules reflect
values, attitudes and opinions, as they are an expression
of rights and duties that express what is deemed right,
valid or useful. The most important are developed in
reference to the values and behaviors that are crucial for
the group (for example, if participation in meetings,
punctuality and attendance often translate into practices,
rules and procedures that members are required to
follow).

9. 5° Question — Influence
INFLUENCE
It is a process by which the leader expresses his charisma and its
relevance on the social profile compared to the other members of the
group.In group work you influence each other. The mere presence of
others, without active involvement, originates a social influence on
behaviour.
In general, in the presence of others, the performance on easy or known
tasks increases, while it worsens if the tasks are new and unknown. In
this sense it would be advisable to prepare and train individuals to carry
out some of the activities they will have to perform in groups.
Many people become apprensive when they are observed and valued
and are distracted by other people. People who are more oriented to
others are very attentive to the reactions of others and are more willing
to change their minds. However, in the event that group work requires
creativity and design of new ideas, this can lead to a problem of group
conformism, not conducive to innovation.

10. 6° Question — Social intelligence
SOCIAL INTELLIGENCE
The leader is able to create an incentive context within the team to make all
the members reach the desired results.
In order to mobilize the commitment and skills of the people involved in a
group towards achieving the objectives, vital conditions must be created within
the group and around it, in the form of relations of influence and mutual
support.
The traditional areas of competence required (specialist, methodological and
managerial) need to be accompanied by social intelligence, functional to the
management of relationships between individuals and between groups. These
areas of skill about social intelligence are:
- the ability to nurture relationships and keep friendships as well as establish
personal links,
- the ability to resolve conflicts and negotiate solutions,
- the skill in identifying the interests, motivations, emotions of others,
- the ability to organize groups,
- the ability to recognize their emotions and manage them.

11. ABILITY OF
LEADERSHIP
Leadership, is a form of organizational problem
solving that aims to achieve organizational goals
through influence on the action of others.

12. 1° Question — Approach of traits
TRAITS APPROACH(As the Leader is )
Leader You are born or you become? The approach of traits is based on this idea,
that the personality of effective leaders is different from that of those who are not
leaders. Personality traits can be correlated with the effectiveness of leadership in
particular situations and not in others. In addition, by grouping specific traits within
more general classes of factors, you can catch differences between effective and
ineffective leaders. In this sense, the general characteristics of effective leaders are:
- ability: individual ability to solve problems, express judgments and, work hard
(intelligence, responsiveness, verbal skills, originality and judgemental ability),
- achievement: effective leaders tend to have better university results,
- responsibility : reliability, initiative, persistence, aggression, self-confidence and
the desire to excel (Charisma),
- participation and involvement: higher characteristics for effective leaders, who
tend to be more active and more sociable, to have greater capacity to adapt to
different situations (social activity),
- status: effective leaders have a higher socio-economic status and are more popular
than ineffective ones.

13. 2° Question — Behavioral approach: Autocratic style in routine activity
3° Question — Behavioral approach: Autocratic style in innovative activities
BEHAVIORAL APPROACH: AUTOCRATIC STYLE
- Autocratic style: centralizes all decisions and does not
allow employees any influence in the decision-making
process,

14. 4° Question — Behavioral approach: Participatory style in routine activities
5° Question — Behavioral approach: Participatory style in innovative activities
BEHAVIORAL APPROACH: PARTICIPATORY STYLE
- Participatory style: consult the collaborators on certain
subjects and allow them some influence in the decision making
process by treating employees with dignity.

15. 6° Question — Behavioral approach: Production-oriented style in routine activities
7° Question — Behavioral approach: Production-oriented style in innovative activities
BEHAVIORAL APPROACH: PRODUCTION-ORIENTED STYLE
- Production-centered leadership style: when a leader is
interested in having high levels of production and to get them
exerts strong pressure. Employees are considered a means
to obtain the desired production level.

16. 8° Question —- Behavioral approach: Relationship-oriented style, in routine activities
9° Question —- Behavioral approach: Relationship-oriented style, in innovative activities
BEHAVIORAL APPROACH: RELATIONSHIP-ORIENTED STYLE
- Leadership style centered on relationship: Leaders
interested in the feelings of the employees creating an
atmosphere of respect and mutual trust.

17. 10° Question — Process theory: Transactional approach
The theories of the leadership process explain the processes
through which the relationship between leaders and
collaborators or potential followers develops.
TRANSACTIONAL LEADERSHIP
It operates within the context of the interests of the followers.
The leader and the contributors are negotiating agents who
deal to maximize their relative position. This transactional
leader style can be divided in this way:
- use contingent rewards: rewards are associated with good
performance and achievement of a goal,
- handle for exceptions: acts when standards are not respected,
- taking a permissive approach: adopts laissez-faire style,
avoiding responsibility.

18. 11° Question — Process theory: Transformational Approach
LEADERSHIP TRANSFORMATIONAL
Try to change that context of the followers ' interest. It is based on the effects of
the leader on values, self-esteem, followers ' confidence and motivational impact
on a greater performance. This style of the transformational leader can be
divided in this way:
- use your own charisma: a charismatic leader who creates a special bond with
his followers and is able to articulate the vision with which the followers identify
and for which they want to work,
- create inspiration: It creates high expectations and effectively communicates
crucial ideas with symbols and simplicity of language,
- use the consideration: Follows, advises and delegates to followers, treating
individually, is attentive to the needs of success and growth of each,
- stimulating intellectually: It encourages followers to develop new ways of
thinking about problems, stimulating creativity and innovation.

19. THEORIES
SITUATIONAL
Different leadership styles are effective in different
situations because of the quality of the relationship, the
task's characteristics and the context.

20. Leadership situazionale :
Hersey & Blanchard
ALTO MEDIO BASSO
Competente e
sicuro di sé
Competente ma
poco sicuro di sé
Poco competente
ma sicuro di sé
Poco
competente e
insicuro
M4
DELEGARE
M3
COINVOLGERE
M2
PERSUADERE
M1
PRESCRIVERE
S1 DELEGARE
S3 COINVOLGERE S2 PERSUADERE
S4 PRESCRIVERE
Livelli di maturità → Follower readiness
+ Sostegno
- Guida
- Sostegno
- Guida
- Sostegno
+ Guida
+ Sostegno
+ Guida
Comportamento Direttivo (GUIDA)
(Orientato al compito)
ComportamentodiSOSTEGNO
(Orientatoallerelazioni)
Basso
Alto
Alto
Stili di Leadership→ Comportamento del LEADER
Il LEADER
assegna
responsabilità
Il LEADER fornisce
le istruzioni e
supervisiona il lavoro
Il LEADER fornisce 1
direzione e incentiva la
comunicazione a 2 vie
Il LEADER promuove
e condivide le idee
In this model, the style of
leadership is coherent with the
degree of maturity of the
followers.The degree of maturity of
the followers is the situational
variable that depends on:
- ability of a follower to establish
challenging goals,
- willingness to take responsibility
for achieving these goals.
From this matrix it is obtained that the best
leadership depends on the situations.

21. • By pressing on Self-assessment,
the Leader's self-assessment
questionnaire will be opened with
regard to its situational approach
towards the team
• By pressing On evaluation result ,
the Leader can check the results of
the followers questionnaire and its
self-assessment.
• The Leader, like the followers, logs in to
access their area in order to fill out the
questionnaire about his self-
assessment.
LOGIN LEADER
USER AREA LEADER

22. SITUATIONAL LEADERSHIP: HERSEY & BLANCHARD
The self-assessment questionnaire consists of 2 questions related to the two
variables of the situational leadership according to Hersey & Blanchard:
• SUPPORT
• GUIDE
1° Question — Situational approach: Support for the team
2° Question — Situational approach: Team Guide

23. • In This section, the leader can check whether all
followers have completed the questionnaire through
an indicator showing the percentage of completion,
ranging from 0% (if no follower did the questionnaire),
to 100% (when all have completed The questionnaire).
• The second indicator shows the completion of its
self-assessment.
• When the 2 indicators are at 100% of the completion,
evaluation results are shown.
• By clicking on evaluation results ratings the leader
can view the results of the questionnaires performed
by the followers and his self-assessment of the
situational approach.

24. 1° Chart — Evaluation result compared to team management capacity
The results that are displayed are divided into 3
groups:
• The first chart corresponds to the result of the first
group of questions, which responded to the
followers, about the team's ability to manage by the
leader

25. 2° Chart — Evaluation result compared to leadership capacity
•The second chart instead corresponds to
the second group of questions about the
Leadership capacity

26. 3° Chart — Results assessment of followers and self-assessment of the leader
according to HERSEY & BLANCHARD
•The third chart is the result of the third
group of questions related to the situational
approach according to Hersey & Blanchard.

27. • In addition, the result of the leader's self-assessment and one of the four phases situational, of the
matrix according to Hersey & Blanchard, which will be selected based on the answers of the
followers related to the questions of the third group.
• Depending on the phase of the matrix that will be displayed, the Leader will understand the style
to adopt, with possible behavioral changes related to driving and support to his group.

28. Future
Perspective
What could you do to make your applications even better?
We could develop a self-assessment of the most expansive leader who understands, beyond the
situational aspects, also the other aspects that we have dealt with: team management skills and
leadership skills. This would be more appropriate to do it between peers, i.e. various leaders are
valued among themselves. In this way, you would give an evaluation at 360 ° because the
instrument would provide a real comparison between leaders, on the same level.

29. THANKS!