Chapter 11

MOTIVATION, LEADERSHIP, AND TEAMS

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“The price of greatness is responsibility.”

Sir Winston Churchill

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OBJECTIVES

       Describe what motivates team players Identify the characteristics of effective

leadership

Identify leadership styles Describe ways to develop leadership skills Define a team and its function Identify the characteristics of team players Describe the elements of successful presentations and meetings 3

MOTIVATION

  

Motivation:

an internal drive that causes people to behave in a certain way to meet a need Motivation comes from within There are several factors that contribute to motivation (not just monetary) 4

TALK IT OUT

What motivates you at work or at school?

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MOTIVATION Maslow in the Workplace

Self-actualization —Expand Skills Esteem —Recognition/Respect Social —Informal Groups Safety —Job Security/Environment Physiological —Basic Wages

Figure 11-1 6

MOTIVATION

  McClelland’s Theory of Needs  Achievement   Power Affiliation Victor Vroom’s Expectancy Theory  Behavior based on outcome 7

MOTIVATION

  Only you can motivate you  Others can only provide a motivating environment When having an nonproductive day  Use self-talk and your goals to get back on track 8

LEADERSHIP



Leadership:

specific goal the process of one person guiding (influencing) one or more individuals toward a    We are all leaders Leaders are not just managers and supervisors Not all bosses are leaders 9

LEADERSHIP

 Primary leadership styles: 

Autocratic leaders

others : authoritarian, they make decisions on their own

Democratic leaders

: make decisions based upon input from 

Laissez-faire leaders

leader : allow team members to make their own decisions without input from the 10

TALK IT OUT

If the room was on fire, how would each type of leader direct his or her employees?

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LEADERSHIP

 Effective leaders display characteristics that make them stand out   Work well with others Trustworthy     Ethical Focused Visionaries Excellent communication 12

BECOMING A LEADER

  Be prepared to lead   Learn new skills Join committees    Train Attend workshops Volunteer to serve on a team Get involved in community activities 13

TEAMS AND PERFORMANCE

 

Synergy

two or more individuals working together toward a specific effort Teams a group of people linked to a common purpose  In a team setting, members share accountability and responsibility 14

TEAMS AND PERFORMANCE Types of Teams

  

Formal:

developed within the formal organizational structure 

Functional

(within a department) 

Cross-functional

departments) (different

Informal:

individuals who get together outside the formal structure Virtual teams: function through electronic means 15

TEAMS AND PERFORMANCE Stages of Team Development

FORMING ADJOURNING STORMING PERFORMING NORMING 16

TEAMS AND PERFORMANCE Stages of Team Development

     Forming stage: getting to know and form initial opinions about team members Storming stage: some team members begin to have conflict with each other Norming stage: team members accept each other and overcome the conflict Performing stage: team works on task Adjourning stage: team completes task and brings closure to the project 17

CHARACTERISTICS OF A TEAM MEMBER

   Know team goals and objectives Every activity should contribute to team goals and objectives

Team member characteristics:

 Trustworthy    Performer Efficient Communicator 18

CHARACTERISTICS OF A TEAM MEMBER



Brainstorming

alternatives : a problem-solving method that involves identifying alternatives that allow members to freely add ideas while other members withhold comments on the 19

CHARACTERISTICS OF A GOOD TEAM MEMBER - Teams & Conflict

   Do not make assumptions If you disagree with the team, voice your opinion and state why If the team decides to go in a direction other than what you wanted, respect and support the team’s decision 20

CHARACTERISTICS OF A TEAM MEMBER - The Problem Member

     Trust as a foundation Do not dump work on others Work around a lazy team member Team will eventually dismiss a poor performer Address performance issues in a respectful and diplomatic manner 21

MEETINGS

 A meeting is a common form of team interaction and workplace communication   Types of meetings:     Informational Discussion driven Decisional Combination Formal or informal 22

MEETINGS



Meeting agenda

: an outline of major topics and activities that are scheduled to be addressed during a meeting     Normally distributed to all attendees prior to the meeting Read agenda prior to meeting Notify person in charge of meeting if you would like item placed on agenda If you are presenting, plan ahead and prepare handouts for each attendee if necessary 23

MEETINGS

   Face-to-face meetings    Most common Arrive early Do not sit at head of table unless invited Meeting Chair: individual in charge of meeting Roberts Rules of Order: a guide to running meetings (also called Parliamentary Procedure) 24

TEAM PRESENATIONS

   Steps to successful team presentations:    Agree on the presentation goal Create a presentation outline Discuss and agree upon verbal, visual, and support content Each member needs to take responsibility and be accountable to each other Each member must communicate, share duties, and behave in a respectful and professional manner 25