Azerbaijan State University of Economics (UNEC)

Adjunct lecturer of "Career Planning and Development" department,

Jabrayilova Aysu Tayyar
[email protected]
Subject: Soft Skills
Topic: Leadership and teamwork skills

PLAN
1. Meaning and importance of leadership
2. Approaches to leadership
3. Styles of leadership
4. Teamwork
5. Team managers vs leaders

Acquaintance with the text of the lecture students will be receive information about meaning and
importance of leadership, different type approaches to leadership and styles of leadership.

1. Meaning and importance of leadership

In this lecture, we will talk about leadership skills. Why leadership skill is so important? What do
you think leaders are born with or they made with?

To understand this initially we should clarify the meaning of leadership.

An organization is made up of group of people. As essential part of management is coordinating

the activities of groups and directing the efforts of their member towards the goals and objectives
of the organization. We underline the word “towards the goal” because without the goal the role
of leadership is meaningless. For that reason, people gathered under one leader due to ideology,
goal and same ambitions.

In this case leadership might be interpreted in simple terms, such as:

  Getting others to follow
 Getting people to do things willingly; or
 Interpreted more specifically as the use of authority in decision making

We can say that:

It is interpersonal influence which is exercised in a situation and directed through the

communication process towards the attainment of a specified goal.

Importance of Leadership

Since leadership is an inspirational process, a leader influences long-term changes in attitude. It

does not necessarily take place within the hierarchical structure, and many people operate
without role definition. Leadership is related to motivation and the process of communication
through which one person influences the behavior of other people. The process of leadership is
not separable from the activities of group.
Role of a Leader
A leader's most important role is to provide clear and compelling direction. Leaders ensure that
all followers understand, embrace, and work toward achieving those objectives. And they
provide momentum, sharing and celebrating progress toward achieving company goals, setting
new targets, and providing needed resources. Followings are the main roles of a leader in an
organization:

1. Initiates action - Leader is a person who starts the work by communicating the policies
and plans to the subordinates from where the work actually starts.
2. Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and
giving them guidelines to achieve the goals effectively. It is also important to hear the
employees with regards to their complaints and problems.
3. Co-ordination - This process can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective
co-ordination which should be primary motive of a leader.
 4. Motivation - Motivation is a fundamental instrument for regulating the work behavior of
employees. Leaders motivate the employees with economic and non-economic rewards
and thereby gets the work from the subordinates.
5. Optimism - Leaders who are optimists have the ability to envision a better future and
they are able to inspire and motivate people to work toward achieving that shared vision
of success. They encourage them to acknowledge the reality of the situation, to plan
ahead, take action and work toward a better and more successful future
2. Approaches to leadership

There may be several ways of analyzing leadership. It is helpful, therefore, to have some
framework in which to consider different approaches. Several theoretical frameworks have
dominated at different points in time. These include the great man approach, the trait approach,
the behavioral approach and contingency (the situational) approach.

Trait approach

The scientific study of leadership began with the focus on the traits of effective leaders. The
basic premise behind trait theory was the effective leaders are born, not made. Leader trait
research examined the physical, mental and social characteristic of individuals. In general, these
studies simply looked for significant associations between individual traits and measures of
leadership effectiveness.

This approach:

 Focuses attention on person in the job and not on job itself

 Gives subjective judgement in determining “good” or “successful” leader

However, the list of possible traits is too long and there is not always agreement on the most
important. Moreover, the trait theory offered no explanation for the proposed relationship
between individual characteristics and leadership. It also did not consider the situational
variables that might moderate the relationship between leader traits and measures of leader
effectiveness.
The great-man approach

Are some people born to lead? If we look at the great leaders of the past such as Alexander the
Great, Julius Caesar, Napoleon, Queen Elizabeth I, and Abraham Lincoln, we will find that they
do seem to differ from ordinary human beings in several aspects. The same applies to the
contemporary leaders like Steve Jobs and Mahatma Gandhi. They definitely possess high levels
of ambition coupled with clear visions of precisely where they want to go. These leaders are
cited as naturally great leaders, born with a set of personal qualities that made them effective
leaders. Even today, the belief that truly great leaders are born is common.
Top executives, sports personalities, and even politicians often seem to possess an aura that sets
them apart from others. According to the contemporary theorists, leaders are not like other
people. They do not need to be intellectually genius or omniscient prophets to succeed, but they
definitely should have the right stuff which is not equally present in all people. This orientation
expresses an approach to the study of leadership known as the great man theory.
This approach:

 The leaders are born and not made and possess certain traits which were inherited

 Great leaders can arise when there is a great need.

Behavioral approach

The behavioral leadership theory focuses on how leaders behave and assumes that these traits
can be copied by other leaders. Sometimes called the style theory, it suggests that leaders aren’t
born successful, but can be created based on learnable behavior. Behavioral theories of
leadership focus heavily on the actions of a leader—this theory suggests that the best predictor of
leadership success is viewing how a leader act. Action rather than qualities are the focal points of
behavioral learning theory. Patterns of behavior are observed and categorized as “styles of
leadership” in this theory. Some of the styles of leadership include task-oriented leaders, people-
oriented leaders, country club leaders, status-quo leaders, dictatorial leaders, and more. At the
end of the day, the actions and actual behaviors of a leader are what defines success in this
theory.

The behavioral theory has many advantages, primarily that leaders can learn and decide what
actions they want to implement to become the kind of leader they want to be. It allows leaders to
be flexible and adapt based on their circumstances. Another great benefit of this leadership style
is that it suggests anyone is capable of becoming a leader. Some disadvantages of the behavioral
theory are that while it allows flexibility, it doesn’t directly suggest how to behave in certain
circumstances. There are dozens of leadership styles that stem from the behavioral theory, but
there isn’t a right one for every circumstance.

A great example of the behavioral theory is looking at a task-oriented leader vs. a people-
oriented leader. If there’s a problem with a team, a task-oriented leader will look at the process to
see if something needs to be adjusted with the workflow. A people-oriented leader will look at
the individuals and go right to them, asking what the issue is. Whatever behaviors you choose,
the behavioral leadership theory helps leaders focus on their actions and utilize their decisions to
be a great leader.

Contingency or situational approach

Situational theory of leadership proposes that the organizational or work group context affect the
extent to which given leader traits and behaviors will be effective. According to Mullins (2004),
the situation is the most important factor which determines the behavior and nature of the leaders
‘action.

The theory classifies leader behavior into two broad classes of 1. Task-oriented and 2.
Relationship-oriented behaviors. Situational leadership is also closely linked to the
empowerment of followers. The followers’ empowerment centers around the situation in which
the leader finds himself/herself and leadership will be determined by the situation.

This approach:

 Puts emphasis on the importance of professional knowledge or technical expertise

  Focuses on what the leader actually does rather than on his/her personality characteristics

3. Style of leadership

The leadership style varies with the kind of people the leader interacts and deals with. A perfect
leadership style is one which assists a leader in getting the best out of the people who follow
him.
Some of the important leadership styles are as follows:

Autocratic leadership style: In this style of leadership, a leader has complete command and
hold over their employees/team. The team cannot put forward their views even if they are best
for the team’s or organizational interests. They cannot criticize or question the leader’s way of
getting things done. The leader himself gets the things done. The advantage of this style is that
it leads to speedy decision-making and greater productivity under leader’s supervision.
Drawbacks of this leadership style are that it leads to greater employee absenteeism and
turnover. This leadership style works only when the leader is the best in performing or when the
job is monotonous, unskilled and routine in nature or where the project is short-term and risky.

Democratic/Participative leadership style: The leaders invite and encourage the team members
to play an important role in decision-making process, though the ultimate decision-making
power rests with the leader. The leader guides the employees on what to perform and how to
perform, while the employees communicate to the leader their experience and the suggestions if
any. The advantages of this leadership style are that it leads to satisfied, motivated and more
skilled employees. It leads to an optimistic work environment and also encourages creativity.
This leadership style has the only drawback that it is time-consuming.

The Laissez Faire Leadership Style: Here, the leader totally trusts their employees/team to
perform the job themselves. He just concentrates on the intellectual/rational aspect of his work
and does not focus on the management aspect of his work. The team/employees are welcomed to
share their views and provide suggestions which are best for organizational interests. This
leadership style works only when the employees are skilled, loyal, experienced and intellectual.
Paternalistic Leadership Style: Paternalistic leadership is a management style in which a
dominant, assertive figure operates as the matriarch/patriarch whom employees must trust, obey
and be loyal to. A paternalistic leader fosters a friendly work atmosphere, where employees see
their coworkers as family.

4. Teamwork
Defining a Team
A team is a group of people who collaborate on related tasks toward a common goal. Teams have
defined membership (which can be either large or small) and a set of activities to take part in.
People on a team collaborate on sets of related tasks that are required to achieve an objective.
Each member is responsible for contributing to the team, but the group as a whole is responsible
for the team’s success.

Stages of team development

There are five staged of team development: storming also we can say training, storming,
normalization, performance and adjourning.

1.Training or forming

The training phase, also called the forming phase, is the initial phase of building teams and is the
phase where coworkers meet. During this stage, team members build their sense of security
among new colleagues. This stage can occur in orientations when new employees become
acquainted for the first time. The team doesn't yet have established roles and responsibilities, and
employees tend to feel more motivated

2. Storming

The storming phase is often where conflict arises. This occurs because employees begin
communicating and expressing differing points of view. Team members may disagree on goals,
strategy, and responsibilities. In this phase, employees may form subgroups or sub-teams with
employees who share their values. Employees reach the next phase by learning how to
collaborate despite their differences and by addressing conflicts. Team members in the storming
phase search for a leader within the team. This phase defines responsibilities depending on
employee capabilities.

3. Normalization

In the normalization phase, employees form implicit rules about the group and learn how to
communicate effectively. This occurs because team members form and respect boundaries. Here,
the leader of the group emerges naturally if upper management doesn't assign one. Team
members develop strong professional friendships and navigate each other's personalities.
Employees in the normalization phase experience more workplace comfort and provide
coworkers with constructive feedback to improve the team's work.

4. Performing

In this phase, team members have clearly established rules and boundaries which allow them
to work cohesively. Employees work toward the responsibilities assigned and ask questions to
clarify their tasks. Employees experience increased motivation to work and have strong
productivity. This phase focuses on producing results. When conflict arises, employees know
how to work toward unified solutions. Team members usually have a strong focus and purpose in
this phase when their goals align with their coworkers.

5. Dissolution or adjourning

The dissolution phase, also called the adjourning phase, usually involves a decrease in
motivation as the project nears completion. In this phase, employees accomplish their goals
once they've produced the results intended. Workloads are smaller in this phase, and supervisors
complete all reports and final documentation.
Types of teams

To understand how to work effectively with colleagues, you may find it beneficial to consider
teamwork examples and how they apply to your professional career. Teamwork operates in
various ways and helps improve productivity and efficiency. By understanding how to work as
an effective team member, you can build strong professional friendships and achieve your team's
goals. Here we also discuss several types of teamwork with helpful examples, list the five phases
of teams, consider the benefits of teamwork, and provide tips to improve your teamwork skills.

1.Functional teams

Functional teams include members of the same department. When working within these
teams, you share different responsibilities than other members. Functional teams have leaders or
supervisors whom members report to and who designate responsibilities. Organizations
commonly use functional teams, which require communication and trust. This type of team may
be beneficial to contribute to and prioritize workplace culture.

Example: An organization establishes a team within the marketing department to determine

which campaigns are most effective. The members of this functional team have a strong
understanding of their campaigns and already have the information to make decisions. Team
members then use analytics to determine the most effective campaigns and discuss how to write
their reports.

2. Cross-functional teams

Cross-functional teams share similarities with functional teams, with the primary difference
being that team members come from various departments. These teams are useful for jobs
and projects that require different expertise and viewpoints. These teams function best when
supervisors and team leaders prioritize communication. Leaders typically delegate
responsibilities to members depending on their individual skill sets.
Example: A company wants to reallocate funding to develop a new sales department. This
company creates a cross-functional team with members from every department. The members of
this team analyze their departments to determine how to reallocate funding.

3. Self -directed/ managed teams

In self-managed teams, employees working within the same organization collaborate to

accomplish a common goal. These teams are autonomous and don't need the same supervision as
other types of teams. Self-managed teams share both leadership and responsibilities. Startup
companies and small businesses often use self-managed teams. When engaging in a self-
managed team, you may find it helpful to provide constructive feedback to team members.

Example: A sales team wants to redesign their sales pitch. A self-managed team helps members
succeed because all members can collaborate to determine a solution.

4. Virtual teams

A virtual team is a group of workers who communicate and work together using digital tools.
While they can be located in the same physical space, virtual teams are often distributed,
working remotely in different parts of the city, state or country—even on the other side of the
world! There are other names for virtual teams, such as “geographically dispersed teams” or
“remote teams,” but they all mean the same thing: people working together without being
physically together. They do this through the use of online tools, such as project management
software, to communicate and collaborate. Because of the distance between virtual teams, it is
imperative that they develop trust in the group and foster good communications in order to avoid
costly misunderstandings. This can be a high hurdle to clear, as people tend to bond in person.
But there are virtual project management techniques that can help. Also in today’s reality, virtual
teams are getting popular in the world due to COVID19 situations.

6. Team managers vs leaders

To understand the difference between team manager and leader first we should understand what is
team manager and leader?
What is a lead?

A lead, also called a team lead or team leader, is a professional who guides and encourages a
group of people. They inspire, motivate and provide suggestions to help their team members
reach certain goals at work. Companies in any industry may hire leads to guide teams. A lead's
duties can vary depending on the industry, company and job, but common responsibilities may
include answering questions, providing resources and sharing team progress.

What is a manager?

A manager is a senior professional who supervises or oversees a team. They can work in a
variety of industries. Their responsibilities can vary but often include providing directions,
organizing tasks, analyzing efficiency and monitoring team progress. In some companies, they
share the duties of their team members, but in others, they direct the team from a more external
role. For example, in a small retail store, a store manager may perform similar duties to their
team members. In a large retail store, the regional manager may work in an external office,
tracking data and store results.

Leader vs manager

Leadership and managership are two synonymous terms” are an incorrect statement. Leadership
doesn’t require any managerial position to act as a leader. On the other hand, a manager can be a
true manager only if he has got the traits of leader in him. By virtue of his position, manager has
to provide leadership to his group. A manager has to perform all five functions to achieve goals,
i.e., Planning, Organizing, Staffing, Directing, and Controlling. Leadership is a part of these
functions. Leadership as a general term is not related to managership. A person can be a leader
by virtue of qualities in him. For example: leader of a club, class, welfare association, social
organization, etc. Therefore, it is true to say that “All managers are leaders, but all leaders are not
managers.”

A leader is one who influences the behavior and work of others in group efforts towards
achievement of specified goals in a given situation. On the other hand, manager can be a true
manager only if he has got traits of leader in him. Manager at all levels is expected to be the
leaders of work groups so that subordinates willingly carry instructions and accept their
guidance. A person can be a leader by virtue of all qualities in him.

Leaders and Managers can be compared on the following basis:

Basis Manager Leader

A person becomes a manager by A person becomes a leader on basis

Origin
virtue of his position. of his personal qualities.

Manager has got formal rights in

Formal Rights an organization because of his Rights are not available to a leader.
status.

The subordinates are the followers The group of employees whom the
Followers
of managers. leaders’ leads are his followers.

A manager performs all five Leader influences people to work

Functions
functions of management. willingly for group objectives.

A leader is required to create cordial

A manager is very essential to a
Necessity relation between person working in
concern.
and for organization.

Stability It is more stable. Leadership is temporary.

Mutual
All managers are leaders. All leaders are not managers.
Relationship

Manager is accountable for self

Leaders have no well-defined
Accountability and subordinates’ behavior and
accountability.
performance.

A manager’s concern is A leader’s concern is group goals

Concern
organizational goals. and member’s satisfaction.

People follow manager by virtue People follow them on voluntary

Followers
of job description. basis.

A manager can continue in office

A leader can maintain his position
Role till he performs his duties
only through day to day wishes of
continuation satisfactorily in congruence with
followers.
organizational goals.

A leader has command over

Manager has command over
different sanctions and related task
Sanctions allocation and distribution of
records. These sanctions are
sanctions.
essentially of informal nature.