Leadership

• Leadership


  Impacts on team performance and motivation
• Maslow's Hierarchy of Needs


  • Enables good leaders to recognize that if they want to build productive and highly successful teams, they need to understand and commit to the needs and well-being of team members
  • Includes physiological needs, safety needs, love and belonging, esteem, and self-actualisation
  • If a leader can recognize these lower needs then the employee will feel self-actualised, meaning a leader can gain exceptional work from them, helping to reach project goals
• Herzberg's Two-Factor Theory


  • Hygiene Factors result in poor satisfaction, Motivator Factors can produce high levels of motivation
  • When a person is more satisfied they are more motivated
  • Factors for satisfaction include achievement, recognition, the work itself, responsibility, advancement and growth
  • Poor hygiene factors include company policies, salary, supervisor, status and working conditions
  • Leaders can increase motivation by identifying and removing factors that cause dissatisfaction, and improving factors that lead to satisfaction
• McGregor's Theory X and Theory Y


  • Theory X - Authoritarian management style, very hands-on and involves micromanaging
  • Theory Y - Participative management style, encouraging ownership and responsibility
  • Theory Y is the more commonly used approach, as it's more optimistic and creates trust between colleagues
  • Understanding the people and personalities in your team can help to manage them successfully, ultimately increasing motivation
• If the team is not performing well

  The PM may have to change leadership styles to a more bureaucratic approach, sticking to protocol and recording details to identify where things are not up to standard
• If the team is not motivated

  The PM may have to change to a servant leadership style, focusing on recognition and using lots of feedback to motivate employees
• When starting a project with a new team

  • The PM may want to adjust leadership styles to a charismatic approach, inspiring employees by using vocal and outgoing personality techniques
• Characteristics of an effective team/teamwork


  • Open and honest communication
  • Good work-life balance
  • Growth opportunities
  • Defined roles
• Benefits of effective teamwork

  • Increased motivation, less stress, higher productivity, sense of pride in work
• Factors impacting leadership of virtual teams

  • Not physically present, harder to monitor
  • Less focused/involved
  • Poorer communication as it's all online
  • Lack of trust between colleagues
  • Different cultures
• Margerison-McCann Role Preferences

  • Identifies 8 role preferences divided into 4 categories: explorers, organizers, advisors and controllers
  • Helps assess whether people are assigned to the right tasks and match their strengths and preferences. Eg a controller inspector liked details, so you might assign them to finances
• Beblins Model

  • how different personalities work in a team and effect team dynamics
  • 9 social roles divided into Action, Social, Thinking
  • Action- maintaining momentum, looking for errors, control
  • Social- communication with stakeholders, help the team gel
  • Thinking - help with any issues
• Tuckman's Team Stages

  • Forming- first contact team has with each other, focus on clear objectives
  • Storming- team start to become competitive - focus on conflict
  • Norming- team become co operative, focus on responsibility
  • Performing- team starts to achieve things - focus on maintaining relationships
  • Adjourning- provide feedback on individual performance and liase with functional managers
  • Helpful as knowing the natural cycle of teams can help you guide and lead
• Myers-Briggs Type Indicator (MBTI)


  • Uses a TI to underrated strengths, weaknesses, preferences of an individual
  • helps you understands why people might like to communicate differently or receive information
  • helps you solve conflicts, and how to communicate eg an introverted team member may like written feedback where extroverted may prefer verbal
• Katzenbach and Smith's Five Levels of Teamwork

  • identifies that a high performing team is made up of three outcomes - products, performance and personal growth achieved by skills accountability and commitment
  • helps you shift individuals into a team mindset by increasing meaningful communication and purpose