Team Building and Leadership

Compiled by:
Shish Haider Chowdhury, ndc, MCIPS
Member (ICD)
Bangladesh Trade and Tariff Commission
Ministry of Commerce
Key Words
 Team Work:
 What type?
 What is the purpose?
 Who is the leader?
 Contribution
 Competencies
 Efficiency
 Effectiveness
 Motivation
TEAM

 T- - - -To g e t h e r
 E----Everyone
 A----Achieves
 M----More
Leader is one among all
 Team Process

Cohesion
Adjustment

Development Formation
Reinforcement
Definition

Learning
Renewal
Transformation
Verbal Behaviors
 What behaviors encourage effective
participation
 Set context
 Ask questions of members
 Use supportive statements
 Seek out different perspectives
 Share feelings
Contributor Skills
 Initiation - draw out information, clarify ideas
 Energize - show enthusiasm, engage in team
process, show commitment
 Organize
 Build relationships
 Be flexible
 Learn
Human Relations Soft
Skills/Transferable Skills

Dealing effectively with

Establishing conflict
rapport Helping clarify
misunderstandings
Treating Being a Creating an
people fairly cooperative environment of social
team member interaction
Guidelines for Professional Ethics

1 • Is it fair? 2
• Am I confident in
3 • Does it make
my decision? anyone
• Does it uphold the uncomfortable?
values of the • Will it be valid for
organization? years? • Does it convey
respect for
• Can I tell my • Is it legal? others?
decisions to my
employer, my • Will it hurt • Have I involved
family and others? anyone? others by
asking their
• How would others • Does it positively viewpoint?
regard the details if represent the
made public? company?
Adjustment
 Revisions of the initial rules and goals
 A reality check of what can be accomplished
 Tensions usually come up here, must reach
consensus, usually about personalities
 Breakpoint comes when the team gets mired
in discussions about what to do and who
should do what...
 Development

 Cohesion

 Reinforcement
 Cohesion

 Comes together as a team

 High energy
 High interest
 Progress is made
 Team is supportive
 Develop relationships
Reinforcement
 Cohesion builds
 Homogeneity builds
 Team members are comfortable with each
other
 Start to be interested in self-preservation
and self-perpetuation
 Goals should be on creativity and
exploration
Renewal

 Learning
 Transformation
Learning
 Team learns new skills
 Build relationships to accomplish task
 Commitment and mutual accountability
 Now, team may be confrontational over
issues
Transformation
 Results are produced from team activities
 Innovative
 To sustain energy, must stress and press the
team
 Needs new challenges, new members, new
tasks, new relationships or…...
 Team Culture

Team Values

Team Rituals

Team Learning
 Team Values

 Commitment to task and team

members
 Accountability

Lead to trust between

team members and
take into account all the
crucial factors
Team Rituals
 How to add new members
 How to provide information to new
members
 How a member exists
 Work rituals
 How the team celebrates!
Team Learning

 Continuous improvement process

 How team resolves conflict
 How the team handles diversity
 Harness team creativity
Leadership - what is it?
“influencing people so that they will strive willingly towards
the achievement of group goals” 1

As a leader you can never say thank you enough, but even more important
is the idea of serving the people you are leading.

“Being a leader can be a very humbling experience.”

1
Koontz, H. and C. O’Donnell. “Management: A System of
Contingency Analysis of Managerial Functions”. McGraw-
Hill, New York, 1976.
Conceptions of Leadership
 Exercising power.
 Gaining and exercising the privileges of high status.
 Being the boss.
 Task orientation.
 Taking care of people.
 Empowerment.
 Providing moral leadership.
 Providing and working toward a vision.
What is leadership style?

Leaders’ styles encompass how they relate to

others within and outside the organization, how
they view themselves and their position, and—to
a large extent—whether or not they are
successful as leaders.
How do you determine what is an
appropriate style?
 Good leaders usually have a style that they
consciously use most of the time, but they're not
rigid. They change as necessary to deal with whatever
comes up.
 Be consistent with what people in the organization
expect.
 Your style needs to be consistent with the goals,
mission, and philosophy of your organization.
How do you determine what is an
appropriate style?
 Good leaders usually have a style that they
consciously use most of the time, but they're not
rigid. They change as necessary to deal with
whatever comes up.
 Be consistent with what people in the
organization expect.
 Your style needs to be consistent with the goals,
mission, and philosophy of your organization.
Analysis of leadership
effectiveness
 Define and measure some criteria of
organizational effectiveness
 Assess leadership style of organization’s leaders
 Attempt to correlate organizational
performance with leadership styles
How important is a leader?

 In most cases, people will perform at

about 60% of their potential with no
leadership at all
 Thus, an additional 40% can be realized if
effective leadership is available
 capability
utilization

Contribution due to leadership

ability of manager 40%

Default contribution due to

need for a job, peer pressure, etc. 60%
The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”
The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)
 Styles of leadership

X X

Consideration X

X X

Initiating structure
 Styles of leadership
9

Benevolent Team
Leader Leader


(Y) (Z)

concern for
people

Laissez-faire Autocratic
Leader Leader
(L) (X)

1
concern for production  9
Which style of leadership
works best?
 Team Leader (Z) has proven to be the most
effective in general
 Requires a “balancing act” of getting things
done and having a genuine concern for people
Theory “L”: Laissez-faire leader
 Uninvolved - “leave them alone”
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for
team or unit
Theory “X”: Autocratic leader
 Lacks flexibility
 Controlling and demanding
 “carrot and stick” approach
 Focused solely on productivity
Theory “Y”: Benevolent leader
 Very people oriented; encouraging
 Organizes around people
 Can be paternalistic
 “country club” atmosphere: non-
competitive
Theory “Z”: Team leader

 Balances production and people issues

 Builds a working team of employees
 Team approach: involves subordinates
 Organization is a vehicle for carrying out
plans
Results of leadership styles

1. Theory L: “missing management”

 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover, employee
commitment
How do you choose and develop
a leadership style?
 Start with yourself.
 Think about the needs of the organization or
initiative.
 Observe and learn from other leaders.
 Use the research on leadership.
 Believe in what you're doing.
 Be prepared to change.
How we build Library Value?
 Library relational capital
 within and beyond the Organization
 Library tangible & intangible capital
 including Human Capital development
 Library virtue
 contribution to transcendent outcomes
 Library momentum
 quality maturity and pace of change (effective change
management)
A people proposition based on
 What our people should know
 What our people should be
 What difference our people make
People being …
 Values driven
 Curious
 Changeable
 Connected
 Making it up for themselves …
Engagement measurement

“Engagement is a combination of
commitment to the organization and its
values, plus a willingness to help out
colleagues (organizational citizenship)”

“… beyond job satisfaction, and is not simply

motivation.”
Manager - Leader:

 “Management is doing things right,

leadership is doing the right things”
(Warren Bennis and Peter Drucker)
Change Leadership
Change Leadership
 The most challenging aspect is leading
and managing change
 The library as cultural and business
environment is subject to fast-paced
economic and social change
 Modern libraries must adapt
and be flexible to survive
 Problems in leading change stem mainly
from human resource management
 Change Leadership
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Theories of Leadership
Theories of Leadership
 Trait theories:
 Is there a set of characteristics
that determine a good leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Self confidence?
 Achievement?
 Ability to formulate a clear vision?
Theories of Leadership
 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not
bred?
Theories of Leadership

 May depend on:

 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution
Theories of Leadership
 Transformational:
 Widespread changes
to a library or the organisation where library
belongs
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
Theories of Leadership
 Invitational Leadership:
 Improving the atmosphere and message sent
out by the organisation
 Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially,
internally
 Review internal processes to reduce these
 Build relationships and sense of belonging
and identity with the organisation –
that gets communicated to customers, etc.
Factors Affecting Style
 Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?
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)
Motivation: Maslow in the
Workplace
Self-actualization—Expand Skills

Esteem—Recognition/Respect

Social—Informal Groups

Safety—Job Security/Environment

Physiological—Basic Wages
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
Teams and Performance: Types of
Teams
 Formal: developed within the formal
organizational structure
 Functional (within a department)
 Cross-functional (different departments)
 Informal: individuals who get together
outside the formal structure
 Virtual teams: function through
electronic means
 Teams and Performance: Stages of Team
Development

FORMING

ADJOURNING STORMING

PERFORMING NORMING
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
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
Characteristics of a Team Member
 Brainstorming: a problem-solving
method that involves identifying
alternatives that allow members to freely
add ideas while other members withhold
comments on the alternatives
Characteristics of a 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
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
Einstein
Quotes
Roosevelt ‘s Quotes
“(Teams)…have become the vehicle for moving organizations into
the future. Teams are not just nice to have, they are hard core units
of the production.”
Blanchard, 2007, pg 17
 Why work in teams?
 We all can learn from each other
 Teams can be more effective than individuals
when working on complex projects
 Teamwork helps develop interpersonal skills
Effective Team Members
 Are good communicators
 Are reliable
 Are respectful of other team members
 Cooperate and pitch in to accomplish the goal
 Expect success---have a positive, “can do”
attitude
 Work to find solutions to problems
Not So Effective Team Members
Team members who are not effective are often:
 Aggressive
 Dominating
 Individuals who disrupt the work and/or do not
take the project seriously
 Lazy and/or not dependable
 Withdrawn and/or afraid to contribute
Leadership Skills
Learning to Lead
Boss versus Leader
Are a boss and leader
always the same?
Think about a boss, and think about a
leader.
Skills of Effective Leaders
 Building and sustaining relationships
 Developing and communicating a vision
 Influencing people
 Making decisions
 Overcoming setbacks and adversity
 Understanding people’s needs
Good Leaders Always…
 Challenge people to  Measure and reward
think performance
 Communicate clear  Properly allocate and
expectations deploy talent
 Lead by example  Provide continuous
 Make decisions feedback-positive and
negative
 Make others feel safe to
speak up
Good Leaders Always…
 Are accountable to others
 Genuinely enjoy
 Are great teachers responsibility
 Ask questions and seek  Invest in relationships
counsel  Problem solve without
 Create a positive, procrastinating
energetic atmosphere
Leadership and learning are
indispensable. John F. Kennedy

What do you think this means?

“there is a sense that library and information
professionals are reluctant to become leaders, not
seeing this as their domain but preferring to focus
on ‘professional’ library issues.”

Rowley J, Roberts S. The reluctant leader? Leadership and the

information profession. Library and information update.
2008; 7(7/8):52-54.
Providing opportunities to develop
management skills
Acting or secondment opportunities

Mentoring

Involvement in professional associations

Management training
The Stepping into Management
Programme
Aims:

• Inspire librarians to consider a career in library management

• Encourage individuals to take a proactive approach to their

own development

• Increase the understanding of the skills required to become a

successful library manager
Word Cloud

Support
PERSISTENT Caring

CONTROLING
The Ten Characteristics of Library
Leadership

 Listening  Conceptualization

 Empathy  Foresight

 Team  Stewardship
Working
 Commitment
 Awareness
 Building community
 Persuasion
Three Groups of Servant Leadership

Relationship-building Actions

 Listening – (to self and others)

 Empathy – (understanding)
 Healing – (search for wholeness of self and others)
 Awareness – (of self and of others)

Future-oriented Actions

 Persuasion – (building consensus)

 Conceptualization – (dreams and of day-to-day operations)
 Foresight – (intuitive ability to learn from past and see future
consequences of actions)
Paradoxes (Library-Leadership,
requires a constant balance…)
Great Be Without Pride

Planned Be Spontaneous

Compassionate Discipline

Right Say, “I’m Wrong”

Serious Enough To Laugh

Admit You Don’t Know

Wise

Listen
Busy

Strong Be Open To Change

Leading Serve
Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…

Great Enough to be Without Pride

• Team gets the credit, you get the blame

Compassionate Enough to Discipline

• Must not be soft – set high expectations and follow through

Right Enough to Say, “I’m Wrong”

• Leaders make mistakes too, admit you are human

Wise Enough to Admit You Don’t Know

• Find out quickly, but do not mislead

Busy Enough to Listen

• Beware the busy manager – they do not lead
…at the top of our
pyramid in terms of priority
is our employees, and
delivering to them
proactive customer
service”.
Organisation Behaviour
 Clarity on roles
 Partnerships
 Collective working
 Human Factor focused
 Citizen involvement
Reinventing the Library Leader - The
X Factor
 Mixed discipline teams
 Radicals, risk takers
 Reflective, thinking about the future
 Passionate advocates
 Knowledge managers and gatekeepers
 Committed to improvement
Being a leader in Greek libraries
From The Historical Building to
The New Building…

Address the challenge and apply a new leadership

model based on team working
Team working and connections
Team leadership human oriented
with ethical reward in the era of crisis
Good Business Models in
Library Management

The Deloitte Example

 As a leader you continually increase
your ability to realize the best in
yourself and to bring out the best in
others
Questions?