Concept of Leadership.pptxConcept of Leadership.pptx

Concept of Leadership.pptx

1. Concept of Leadership Managers are people who do things right, while leaders are people who do the right thing. - Warren Bennis, Ph.D. "On Becoming a Leader" 1

2. Introduction Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training, and experience. To inspire your people into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills 2

3. Definition of leadership Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying his/her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a manager, supervisor, leader, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective 3

4. Bass theory of leadership states That there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this discussion is based. 4

5. Two Most Important Keys of Leadership A Hay's study examined over 75 key components of employee satisfaction. They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: Helping employees understand the organization's overall business strategy. Helping employees understand how they contribute to achieving key business objectives. Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives. So basically, you must be trustworthy and you have to be able to communicate a vision of where you are going. 5

6. Principles of Leadership To help you be, know, and do, follow these eleven principles of leadership: Know yourself and seek self-improvement. In order to know yourself, you have to understand your being, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, seminars, etc. Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs. Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, they will sooner or later, do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 6

7. Principles of Leadership cont.. Make sound and timely decisions. Use good problem solving, decision making, and planning tools. Set the example. Be a good role model for your employees. They must not only hear what they are expected to do, but also see. Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers. Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization. Develop a sense of responsibility in your people. Develop good character traits within your people that will help them carry out their professional responsibilities. 7

8. Principles of Leadership cont.. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your people as a team. Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. Use the full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. 8

9. Factors of leadership The four major factors of leadership are the: Follower - Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person with a poor attitude requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature: needs, emotions, and motivation. You must know your employees' be, know, and do attributes. Leader - You must have a honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If a follower does not trust or lacks confidence in his leader, then he will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. 9

10. Communication - You lead through two-way communication. Much of it is nonverbal. For instance, when you "set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation - All situations are different. What you do in one leadership situation will not always work in another situation. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront a employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Various forces will affect these factors. Examples of forces are your relationship with your seniors, the skill of your people, the informal leaders within your organization, and how your organization is organized. 10

11. Attributes To be a good leader, there are things that you must be, know, and do. These fall under the Leadership Framework: BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforward, imagination. KNOW the four factors of leadership - follower, leader, communication, situation. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs and emotions, and how people respond to stress. 11

12. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop moral and esprit in the organization, train, coach, counsel. 12

13. environment There are two distinct forces that dictate how to act within an organization: culture and climate . Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size. This results in rites: the routines, rituals, and the "way we do things." These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. 13

14. environment The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members. While the culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership. Climate represents the beliefs about the "feel of the organization" by its members. This individual perception of the "feel of the organization" comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction. 14

15. environment Such activities include: How well does the leader clarify the priorities and goals of the organization? What is expected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decision? What will happen if I make a mistake? 15

16. environment Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. The ethical climate then is the "feel of the organization" about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. The behavior (character) of the leader is the most important factor that impacts the climate 16

17. environment On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that create "tradition" or the "way we do things here." Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders, cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. But, everything you do as a leader will effect the climate of the organization 17

18. Leadership Models In the Four Framework Approach, Bolman and Deal suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. The style can either be effective or ineffective, depending upon the chosen behavior in certain situations : 1- Structural Framework - In an effective leadership situation the leader is a social architect whose leadership style is analysis and design. In an ineffective leadership situation the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation. 18

19. 2- Human Resource Framework – In an effective leadership situation the leader is a catalyst and servant whose leadership style is support, advocate and empowerment. In an ineffective leadership situation the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. 19

20. 3- Political Framework – In an effective leadership situation the leader is an advocate, whose leadership style is coalition and building. In an ineffective leadership situation the leader is a hustler, whose leadership style is manipulation. Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders; use persuasion first, then use negotiation and coercion only if necessary. 20

21. Leadership Models 4- Symbolic Framework – In an effective leadership situation the leader is a prophet, whose leadership style is inspiration. In an ineffective leadership situation the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision 21

22. Leadership Models This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. Any one of these approaches alone would be inadequate. We should be conscious of all four approaches and not just rely on one. For example, during a major organization change, a structural leadership style may be more effective than a visionary leadership style; while during a period when strong growth is needed, the visionary approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of our favored approach. 22

23. The Process of Great Leadership The road to great leadership (common to successful leaders): Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share you vision in words that can be understood by your followers. Enable others to act - Give them the tools and methods to solve the problem. Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done. Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart. 23

24. Human Behaviour 24

25. Introduction a leader, you need to interact with followers, peers, seniors, and other people whose support you need to accomplish your objectives. To gain their support, you must be able to understand and motivate them. To understand and motivate people, you must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. These principles govern our behavior.  25

26. Maslow's Hierarchy of Needs There are two major groups of human needs: basic needs and meta needs. Basic needs are physiological, such as food, water, and sleep; and psychological, such as affection, security, and self esteem. These basic needs are also called deficiency needs because if they are not met by an individual, then that person will strive to make up the deficiency. The higher needs are called meta needs or growth needs. These include justice, goodness, beauty, order, unity, etc. Basic needs take priority over these growth needs. People who lack food or water cannot attend to justice or beauty. 26

27. 8. Self-transcendence - a transegoic level that emphasizes visionary intuition, altruism, and unity consciousness. 7. Self-actualization know exactly who you are, where you are going, and what you want to accomplish. A state of well-being. 6. Aesthetic - at peace, more curious about inner workings of all. 5. Cognitive - learning for learning alone, contribute knowledge. 4. Esteem - feeling of moving up in world, recognition, few doubts about self. 3. Belongingness and love - belong to a group, close friends to confine with. 2. Safety - feel free from immediate danger. 1. Physiological - food, water, shelter, sex. 27

28. A need higher in the hierarchy will become a motive of behavior as long as the needs below it have been satisfied. Unsatisfied lower needs will dominate unsatisfied higher needs and must be satisfied before the person can climb up the hierarchy Knowing where a person is located on this scale aids in determining an effective motivator. For example, motivating a middle-class person (who is in range 4 of the hierarchy) with a certificate will have a far greater impact than using the same motivator to motivate a minimum wage person from the ghettos who is struggling to meet needs 1 and 2. 28

29. Leading 29

30. Goals Your thinking skills can be considered directional skills because they set the direction for your organization. They provide vision, purpose, and goal definition. These are you eyes to the future, allowing you to recognize the need for change, when to make it, how to implement it, and how to manage it. You find vision by reaching for any available reason to change, grow, and improve - find something that is not broken and make it better. Just as you perform preventive maintenance on your car, you must perform preventive maintenance on your organization. Do NOT believe in the old adage, "If it ain't broke, don't fix it," the people who do, go broke! Treat every project as a change effort. Treat every job as a new learning experience. 30

31. Good organizations convey a strong vision of where they will be in the future. As a leader, you have to get your people to trust you and be sold on your vision. Using the leadership tools and being honest and fair in all you do will provide you with the ammo you need to gain their trust. To sell them on your vision, you need to possess energy and display a positive attitude that is contagious. People want a strong vision of where they are going. No one wants to be stuck in a dead-end organization going nowhere...or an organization headed in the wrong direction. They want to be involved with a winner! And your people are the ones who will get you to that goal. You cannot do it alone! 31

32. When setting goals, keep these points in mind They should be realistic and attainable. They should improve the organization (moral, monetary, etc.). Your people should be involved in the goal-setting process. A program should be developed to achieve each goal. 32

33. There are four characteristics of goal setting Goal Difficulty Increasing you employee's goal difficulty increases their challenge and enhances the amount of effort expended to achieve them. The more difficult goals lead to increased performance if they seem feasible. If they seem too high, employees will give up when they fail to achieve them. Goal Specificity When given specific goals, employees tend to perform higher. Telling them to do their best or giving no guidance increases ambiguity about what is expected. Employees need a set goal or model in order to display the correct behavior. Feedback Providing feedback enhances the effects of goal setting. Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal. 33

34. Participation in Goal Setting Employees who participate in the process, generally set higher goals than if the goals were set for them. It also affects their belief that the goals are obtainable and increases their motivation to achieve them. 34

35. communication 35

36. introduction Many of the problems that occur in a organization are the direct result of people failing to communicate. Faulty communication causes the most problems. It leads to confusion and can cause a good plan to fail. Communication is the exchange and flow of information and ideas from one person to another. It involves a sender transmitting an idea to a receiver. Effective communication occurs only if the receiver understands the exact information or idea that the sender intended to transmit Studying the communication process is important because you coach, coordinate, counsel, evaluate, and supervise through this process. It is the chain of understanding that integrates the members of an organization from top to bottom, bottom to top, and side to side 36

37. Barriers to Communication Anything that prevents understanding of the message is a barrier to communication. Many physical and psychological barriers exist. Culture, background, and bias - We allow our past experiences to change the meaning of the message. Our culture, background, and bias can be good as they allow us use our past experiences to understand something new, it is when they change the meaning of the message then they interfere with the communication process. Noise - Equipment or environmental noise impede clear communication. The sender and the receiver must both be able to concentrate on the messages being sent to each other. 37

38. Ourselves - Focusing on ourselves, rather than the other person can lead to confusion and conflict. The "Me Generation" is out when it comes to effective communication. Some of the factors that cause this are defensiveness (we feel someone is attacking us), superiority (we feel we know more that the other), and ego (we feel we are the center of the activity). Perception - If we feel the person is talking too fast, not fluently, does not articulate clearly, etc., we may dismiss the person. Also our preconceived attitudes affect our ability to listen. We listen uncritically to persons of high status and dismiss those of low status. Message - Distractions happen when we focus on the facts rather than the idea. Our educational institutions reinforce this with tests and questions. Semantic distractions occur when a word is used differently than you prefer. For example, the word chairman instead of chairperson, may cause you to focus on the word and not the message. 38

39. Environmental - Bright lights, an attractive person, unusual sights, or any other stimulus provides a potential distraction. Smothering - We take it for granted that the impulse دافع to send useful information is automatic. Not true! Too often we believe that certain information has no value to others or they are already aware of the facts. Stress - People do not see things the same way when under stress. What we see and believe at a given moment is influenced by our psychological frames of references - our beliefs, values, knowledge, experiences, and goals. These barriers can be thought of as filters, that is, the message leaves the sender, goes through the above filters, and is then heard by the receiver. These filters muffle the message. And the way to overcome filters is through active listening and feedback 39

40. Leadership - Character and Traits 40

41. Character develops over time. Many think that much of character is formed early in life. However, nobody knows exactly how much or how early character develops. But, it is safe to claim that character does not change quickly. A person's observable behavior is an indication of her character. This behavior can be strong or weak, good or bad. A person with strong character shows drive, energy, determination, self-discipline, willpower, and nerve. He sees what she wants and goes after it. 41

42. He attracts followers. On the other hand, a person with weak character shows none of these traits. He does not know what she wants. His traits are disorganized, he vacillates and is inconsistent. He will attract no followers 42

43. Building Excellence Leaders do not command excellence, they build excellence. Excellence is "being all you can be" within the bounds of doing what is right for your organization. To reach excellence you must first be a leader of character. You must do everything you are supposed to do. An organizations will not achieve excellence by figuring out where it wants want to go, then having leaders do whatever they have to in order to get the job done, and hope that along the way those leaders acted with good character. That way is backwards. Pursuing excellence should not be confused with accomplishing a job or task. 43

44. Building Excellence When you do planning, you do it by backwards planning. But you do not achieve excellence by backwards planning. Excellence starts with leaders of character who engage in the entire process of leadership. And the first process is being a person of honorable character. 44

45. A strong person can be good or bad. A gang leader is an example of a strong person with a bad character, while an outstanding community leader is one with both strong and good characteristics. An organization needs leaders with strong and good characteristics, people who will guide them to the future and show that they can be trusted To be an effective leader, your people must have trust in you and they have to be sold on your vision. Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were ethical and who convey a strong vision of the future. In any organization, a leader's actions set the pace. This behavior wins trust, loyalty, and ensures the organization's continued vitality. One of the ways to build trust is to display a good sense of character. Character is the disposition of a person, made up of beliefs, values, skills, and traits 45

46. Attributes Attributes establish what leaders are, and every leader needs at least three of them: Standard Bearers establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike skills or knowledge, ethical behavior is learned more by observing that by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions. 46

47. Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end Integrators orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort to obtain it. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision based framework. 47

48. Perspectives of Character and Traits Traits (acronym - JJ did tie buckle) J ustice 11. C ourage J udgment 12. K nowledge D ependability 13. L oyalty I nitiative 14. E ndurance D ecisiveness T act I ntegrity E nthusiasm B earing U nselfishness 48

49. The Image of Leadership A leader is a person who commands much respect, But due to the natures of all, He's only as good as the image he casts In the mirror that hangs on the wall. He usually sees what he wants, and no more, He's afraid to look deep in his soul. He doesn’t consider himself as at fault, But wants others to help reach his goal. When failures arise he blames it on all Who failed to help or take part, "They never did what they were told, " he would say, "they haven't the skill or the art." 49

50. Forces A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee. Using a participative style with a team of workers who know their job. The leader knows the problem well, but he wants to create a team where the employees take ownership of the project. The employees know their jobs and want to become part of the team. The situation allows time. 50

51. Using a delegative style (In this style, the leader allows the employees to make the decision. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks). with a worker who knows more about the job than you. You cannot do everything! The employee needs to take ownership of her job. Also, the situation might call for you to be at other places doing other things Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative). 51

52. Forces that influence the style to be used included a number of things such as: How much time is available. Are relationships based on respect and trust or on disrespect? Who has the information - you, your employees, or both? How well your employees are trained and how well you know the task. Internal conflicts. Stress levels. Type of task. Is it structured, unstructured, complicated, or simple? Laws or established procedures or training plans. 52

53. Positive and Negative Leaders There is also a difference in ways leaders approach their employee: Positive: Positive leaders uses rewards, such as education, independence, etc. to motivate employees. Negative: If the emphasis is placed upon penalties, then the leader is using negative leadership. Although it has its place in a leader's repertoire of tools, it should be used carefully due to its high cost on the human spirit. Negative leaders act domineering and superior with people. They believe the only way to get things done is through penalties, such loss of jog days off without pay, reprimand in front of others, etc. They believe their authority is increased by freighting everyone into higher lever of productivity. 53

54. Also note that a leader is not strictly one or another, but is somewhere on a continuum ranging from extremely positive to extremely negative. Leaders who continuously work out of the negative are bosses while those who primarily work out of the positive are real leaders 54

55. Leader Use of Consideration and Structure Two other styles that leaders use are Consideration (employee orientation) - Leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support. Structure (task orientation) - Leaders believe that they get results by consistently keeping people busy and urging them to produce. There is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job Also notice that consideration and structure are independent of each other so they should not be viewed on opposite ends of the continuum. For example, a leader, a leader who becomes more considerate, does not necessarily become less structured. 55

56. Teams - People Who Work For You 56

57. Introduction To Teams A team is a group of people coming together to collaborate. This collaboration is to reach a shared goal or task for which they hold themselves mutually accountable. A group of people is not a team. A team is a group of people with a high degree of interdependence geared towards the achievement of a goal or completion of a task...it is not just a group for administrative convenience. A group, by definition, is a number of individuals having some unifying relationship The team members are also deeply committed to each other's personal growth and success. That commitment usually transcends the team. A team outperforms a group. and outperforms all reasonable expectations given to its individual members. That is, a team has a synergistic effect...one plus one equals a lot more than two. 57

58. Team members not only cooperate in all aspects of their tasks and goals, they share in what are traditionally thought of as management functions, such as planning, organizing, setting performance goals, assessing the team's performance, developing their own strategies to manage change, and securing their own resources A team has three major benefits for the organization: 1- It maximizes the organization's human resources. Each member of the team is coached, helped, and led by all the other members of the team. A success or failure is felt by all members, not just the individual. Failures are not blamed on individual members, this gives them the courage to take chances. Successes are felt by every team member, this helps them to set and achieve bigger and better successes. 58

59. 2- There is superior outputs against all odds. This is due to the synergistic تآزر effect of a team - a team will outperform a group of individuals. 3- There is continuous improvement. No one knows the job, tasks, and goals better than the team. To get real change, you need their knowledge, skills, and abilities. When they pull together as a team they will not be afraid to show what they can do. Personal motives will be pushed to the side to allow the team motive to succeed. 59

60. From Group To Team There are a number of ways to get your team started. None of them are hard to accomplish Be Enthusiastic Develop a Sense of Urgency Set Clear Rules of Behavior Keep Them Informed Grow Together Reinforcement Works Wonders Some other methods are: Focus on both development and performance. Make teamwork the norm for all actions. Model teamwork in the way you conduct business and the way you interact with your colleagues. Use all your leadership tools, such as coaching, counseling, mentoring, tutoring, and concentrating on improving performance. 60

61. Use informal processes, such as the way you communicate, showing respect, and appreciating and celebrating their achievements. Your feelings must show commitment, loyalty, pride, and trust in your team. Share the credit. Create subcommittees for key areas and give them decision making authority. Take turns having a different member facilitate or lead the meetings. Talk last in discussions, after you've heard from the others. Be clear about when you're expressing your own personal opinion, that of the organization, or that of the whole team. 61

62. Elements of a Team A common team goal - Although your team might have a number of goals, one of them must stand out. For example, "To produce 10% more widgets than last year without hiring additional personnel." A supporting goal might be, "To provide 40 hours of yearly training for each member." Everyone will know, agree upon, and committed to accomplishing the team goal. Productive participation of all members - This has four levels: Contributing data and knowledge. Sharing in the decision making process and reaching consensus. Making the decision. Making an imposed decision work. 62

63. Communication - Open, honest, and effective exchange of information between members. Trust - Openness in critiquing نقد and trusting others. A sense of belonging - Cohesiveness by being committed to an understood mandate and team identity. Diversity - This must be valued as an asset. It is a vital ingredient that provides the synergistic effect of a team. Creativity and risk taking - If no one individual fails, then risk taking becomes a lot easier. Evaluation - An ability to self correct. Change compatibility - Being flexible and assimilating change. Participatory leadership -  Everyone must help lead to one degree or another. 63

64. Team-player Styles Contributors are task oriented members who enjoy providing the team with good technical information and data Collaborators are goal directed members who see the vision, mission, and goal of the team are process oriented who are effective listeners and facilitators of involvement, conflict resolution, consensus building, feedback, and the building of an informal relaxed climate Communicators are process oriented who are effective listeners and facilitators of involvement, conflict resolution, consensus building, feedback, and the building of an informal relaxed climate Challengers are adventurers who question the goals, methods, and ethics of the team. They are willing to disagree with the leader and higher authorities, and encourage the team to take well-conceived risks 64

65. Team Leadership Keep the purpose, goals, and approach relevant and meaningful.  Build commitment and confidence.  Manage relationships with outsiders.  Create opportunities for others.  Create a vision.  Are you ready to be a team leader?  Then consider the following Team building Checklist: You are comfortable in sharing leadership and decision making with your employees. You prefer a participative atmosphere. 65

66. The environment is highly variable or changing quickly and you need the best thinking and input from all your employees. Members of you team are (or can become) compatible with each other and can create a collaborative rather than a competitive environment. You need to rely on your employees to resolve problems. Formal communication channels are not sufficient for the timely exchange of information and decisions. 66