Team Leadership Case Study

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WHEN TO LEAD, WHEN TO FOLLOW?

Leading and following are two sides of the same coin. The definition of leadership often fails to include strategic followership. A skilled leader is able to judge when to relinquish the reins and defer to the leadership of others when necessary. Implicit in this is that an effective leader has a strong sense of their own strengths and weaknesses, and also accepts that leadership is not a “lone-actor” phenomenon and that leadership is not about the leader- it is about the task and the team. It follows that strong leadership requires the leader to understand their followers true strengths and weaknesses and how to leverage their talent.

Going back to the Katz’s Three-Skill Approach (LINK), senior management and
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Effective teams lead to many desirable outcomes (Ref p364 PGN):
• Greater productivity
• More effective use of resources
• Better decisions and problem solving
• Better quality products and services
• Greater innovation and creativity

HILL MODEL FOR TEAM LEADERSHIP
What is Hill Model for team leadership?
This model is underpinned by functional leadership focussing on monitoring the team, then taking whatever actions are necessary to ensure team effectiveness. Team leadership is complex and demanding, and effective leadership in this sphere requires the leader to:
• Have a wide repertoire of communication skills
• Be behaviorally flexible
• Have a range of actions and skills to meet the team’s diverse needs
• Be capable of constructing accurate mental models of the team’s problems, diagnosing correctly and choosing the right actions
• Be able to judge when to intervene and when not to

The model portrays team leadership as an oversight function (monitor, when appropriate and step in, when required) in which the leader’s role is to do whatever is necessary to help the team achieve
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