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Team Building And Leadership Skills
1.
2. Introduction
“Leadership is a process whereby an
individual influences a group of
individuals to achieve a common goal.”
– Northouse
Leadership is an individual's or
organization's ability to inspire
confidence and influence people to act
in a coordinated fashion in a common
direction or with a shared focus.
Alan Keith of Genentech states that
“Leadership is ultimately about
creating a way for people to
contribute to making something
extraordinary happen.”
3. Introduction
Building
a Team is the act of
improving and maximizing a group of
such people who collaborate or work
together to achieve a common goal.
A team implies synergy, that is, the
whole is greater than the sum of their
parts and the essence of a team is a
common commitment, because
without it, the members are simply a
group of individuals.
4. Team Building
A clear elevating goal.
Results driven structure.
Competent team members with right number and
mix.
Unified commitment.
A collaborative climate.
High standards of excellence.
Principled leadership.
External support.
5. Co-relation of Team Building &
Leadership
Leadership Intervention Decisions
Type of intervention (monitor/action)
Level of intervention (internal/external)
Function of intervention
External Team Leadership
Internal Team Leadership Functions Functions
Relational Environmental
Task
Coaching Networking
Clarifying goals
Collaborating Advocating
Establishing structure
Managing conflicts Negotiating support
Decision making
Building commitment Buffering
Training
Satisfying needs Assessing
Standard setting
Modeling principles Sharing information
Team Effectiveness
Performance
Development/maintenance
6. Team Building
• Define team, individual roles, task and
Forming strategy
• Develop trust, communication and norms
• Realization of task difficulty
Storming • Fluctuation in attitude about chances of
success and poor collaboration
• Members accepts team and individuality of
Norming fellow members
• Members start helping each others
• Teams are able to function as a unit as they
Performing find ways to get the job done smoothly and
effectively without inappropriate conflict
7. Team Building
S • Strategy
C • Clear Roles and Responsibility
O • Open Communication
R • Rapid Response
E • Effective Leadership
8. Leadership
Listen twice as much as you speak.
Encourage people to take risks
Assess the facts before making a decision
Demand accountability of yourself and others
Expect people to do their best.
Respect those "under" and "above" you...
Solve problems with action
Honour your word.
Include others in the process.
Praise publicly and correct them privately.
9. Leadership
Know yourself and seek self-improvement.
Be technically proficient.
Seek responsibility and take responsibility for your
actions
Make sound and timely decisions
Set the example
Know your people and look out for their well-being.
Keep your workers informed.
Develop a sense of responsibility in your workers.
Ensure that tasks are understood, supervised, and
accomplished.
Use the full capabilities of your organization.
10. Leadership
BE KNOW DO
loyal to the provide
yourself
organization direction
Responsible human nature Implement
a professional
who possess
your job motivate
good character
traits
your
organization
11. Leadership
The way to great leadership, that is common
to successful leaders:
Challenge the process.
Inspire a shared vision.
Enable others to act.
Model the way.
Encourage the heart.
12. Leadership in OB
Manager is one who promotes
stability while leaders press for
change and only organizations that
embrace both sides of the
contradiction can survive in
turbulent times.
Leaders provide vision and
strategy and managers implement
that vision and strategy,
coordinate and staff the
organization, and handle day-to-
day problems.
13. Leadership in OB
The three theories
As per trait theory, personality, social,
physical or intellectuality differentiate
leaders from non-leaders.
According to the behavioral theory,
specific behaviors differentiate leaders
from non-leaders.
Contingency or situational theories
propose that leadership effectiveness
depends on the situation.
14. Leadership
Honesty : Consistency between word and
action.
Co-operative and Caring : Build
Relationships.
Adapts to others : Do unto others as they
would like to be done unto.
Competence : When a quick decision must
be made, make it.
Self Management : Empower yourself to
make your own choices about your time.
16. Importance
Effective leadership increases the firm’s
ability to meet new challenges.
Effective leadership helps our nation through
times of peril.
It makes a business organization successful.
It enables a not-for-profit organization to
fulfill its mission.
Without leadership, organizations move too
slowly, stagnate, and lose their way.
17. Leadership in OB
Leadership can be used for good or ill.
Ethics are the inner compass that directs a
person toward what is right and fair. Only if a
person has an inner ethical compass can he or
she be sure that leadership qualities will not
turn to evil ends.
The danger that leadership will be perverted is
why ethics are so important to good leadership.
Those who do harm are not leaders at all; we
recognize that they may be influential and
persuasive, but we will not think of them as
leaders, for e.g. Adolf Hitler
18. Leadership
Leadership is innate.
Leadership is possessing power
over others.
Leadership are positively
influential.
Leaders entirely control group
outcomes.
All groups have a designated
leader.
Group members resist leaders.
19. Organizational Example
“ My job is to make the whole executive team
good enough to be successors, so that's what I try
to do.” – Steve Jobs
20. Organizational Example
Steve Jobs was co-founder, chairman, and chief executive
officer of Apple Inc.
Apple Inc. was founded in 1976, and the company has
developed into a major force within the electronics
industry.
Much of the success of the company has been due to the
leadership of Steve Jobs.
He has the personal attributes which are needed in order
to be a successful leader, for example he is smart,
communicative and is a great co-ordinator.
He was a "high-maintenance co-worker" who demanded
excellence from his staff and was known for his blunt
delivery of criticism.
But it was his sheer genius combined with his ability to
articulate his vision and bring staff, investors and
customers along on the journey - plus the lessons learned
in a major career setback - that made it work. The results:
indisputable.
21. Organizational Example
In 1985, Jobs resigned from Apple Inc. and
founded NeXT Inc. in the same year.
When Steve was out of Apple, its sales and
growth was highly affected.
According to Jobs, reason of Apple’s decline
was focusing on profits and not on products.
In 1997, Jobs returned when Apple bought
NeXT.
His return was indeed phenomenon and led
to the great ascent of Apple.
23. Conclusion
For an effective team, leadership must be
efficient.
The two factors go hand in hand when it
comes to running an organization and it thus
judges the leadership skills of a leader.
Thus, for an organization, team building and
leadership are the stepping stones of its
success.
25. "If your actions inspire others to dream
more, learn more, do more and become more,
you are a leader." -- John Quincy Adams
26. Queries ???
“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” - Jago, 1982
Editor's Notes
priyam
priyamLeadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.Leadership is the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Leadership is "organizing a group of people to achieve a common goal“.Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.Leadership is the art of motivating a group of people to act towards achieving a common goal.Leadership is the process of influencing the behavior of other people toward group goals in a way that fully respects their freedom.Leader: The person exerting the influence. Personal Leadership Style: the ways leaders choose to influence others. Some leaders delegate and support subordinates, others are very authoritarian. Managers at all levels have their own leadership style. Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse, 2007, p5):Toxic leadership :A toxic leader is someone who has responsibility over a group of people or an organization, and who abuses the leader-follower relationship by leaving the group or organization in a worse-off condition than when he/she first found them....Laika Appoints Alan Keith CFOLaika announced Alan Keith as the company's new chief financial officer.Mr. Keith has more than 18 years of financial management experience, most recently serving as biotech company Genentech, Inc.View All Web References >>BackgroundEmployment HistoryVice President, Business Operations and Chief Financial OfficerLAIKA , Inc.Chief Accounting Officer and ControllerHanna-BarberaVice President, Business Operations and ControllerHanna-BarberaExecutiveHanna-BarberaVice President of Business Operations and Chief Financial OfficerLucasfilm Ltd.Corporate Vice President of Administration and SecretaryLucasfilm Ltd.Senior Management Roles In the Entertainment IndustryLucasfilm Ltd.Corporate Finance DirectorGenentech , Inc.Corporate Vice PresidentAdministration & SecretaryPerson Profile
priyamA team implies synergy, i.e. the whole is greater than the sum of their parts and the essence of a team is a common commitment, because without it, the members are simply a group of individuals. To inspire your workers 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. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.
AnkitA lack of leadership is often seen as a roadblock to a team's performance. As Stewart and Manz (1995, p.748) writes, “More specifically, work team management or supervision is often identified as a primary reason why self-management teams fail to properly develop and yield improvements in productivity, quality, and quality of life for American workers.”Rather than focusing on ineffective teams, Larson and LaFasto (1989) looked in the opposite direction by interviewing excellent teams to gain insights as to what enables them to function to a high degree. They came away with the following given conclusions:A clear elevating goal — they have a visionResults driven structure — visions have a business goalCompetent team members with right number and mixUnified commitment — they are a team, not a groupA collaborative climate — aligned towards a common purposeHigh standards of excellence — they have group normsPrincipled leadership — the central driver of excellenceExternal support — they have adequate resources
SandeshWhile there are several Team Leadership models, Hill's Team model is perhaps one of the better known ones as it provides the leader or a designated team member with a mental road map to help diagnose team problems, and then take appropriate action to correct team problems (Northouse, 2007). This Team Leadership model is built on a number of research projects:1. Top layer: Effective team performance begins with leader’s mental model of the situation and then determining if the situation requires Action or just Monitoring?2. Second Layer: Is it at an Internal or External leadership level?3.Third layer: Is it Task, Relational, or an Environmental intervention? Select a function depending on the type of intervention. See the next section for explanation of Function Interventions.4. Bottom layer: Correctly performing the above three steps creates high Performance through Development and Maintenance functions.Internal Task FunctionsFocus on goals by clarifying and/or getting agreementRestructure plans, processes, roles, etc. in order to gain desired results (process improvement)Guide the decision-making process so that better information is obtained, coordination is better, focusing on issues, etc.Train members through both formal and informal meansAssess performance an confront when necessaryInternal Relationship FunctionsCoach team membersUse more collaborative methods to involve all team members (this survey includes questions to determine if the environment is collaborative)Manage conflictBuild commitment and esprit de corps through the use of ethos leadershipSatisfy team members' needsModel what you expect from your team membersExternal Environmental FunctionsNetwork to increase influence and gather informationAdvocate by representing your team so that it shows them at their bestGet support for your team by gathering resources and recognition for your teamBuffer the team from environmental distractionsAssess the environment through surveys and other performance indicators to determine its impact on the organizationShare information with the team
Sandesh
SandeshStrategy:Shared purposeClearly articulated values and ground rulesUnderstanding of risks and opportunities facing the teamClear categorization of the overall responsibilities of the teamClear Roles and Responsibilities:Clear definition of roles and responsibilitiesResponsibility shared by all membersSpecific objectives to measure individual resultsOpen communication:Respect for individual differencesOpen communication environment among team membersRapid response:Rapid response to the team’s problemsEffective management to change in the internal and external environmentEffective Leadership:Team leader who is able to help members achieve the objective and build the teamTeam leader who can draw out and free up the skills of all team members, develop individuals
PriyamEach letter in the word leadership shines a light on qualities that define a leader:Listen twice as much as you speak. A leader recognizes that it is as important to listen as it is to speak. A good leader affirms, empathizes, and then guides a person to discover their own solution - but that comes only after truly listening to both what is said and what is unsaid. Listening shows that you care and as John Maxwell aptly states, "People don't care how much you know until they know how much you care."Encourage people to take risks. When you respond to mistakes as learning opportunities instead of finding fault and blame, you encourage people to find better solutions. Fear does not motivate, it inhibits. If people are afraid to make a mistake for fear of retribution, they will not stretch themselves to seize all opportunities. Differentiate between a mistake made out of carelessness and a mistake made in an effort to be resourceful in solving a problem. The former deserves appropriate consequences, the latter appropriate encouragement.Assess the facts before making a decision. It is important for a leader to be decisive but it is equally important to gather all of the known facts first. In the areas of performance, always; get both sides to the story before taking action. Never, ever take the word of one person and never "investigate" a situation solely through third parties. Third party testimonies should collaborate or refute what you learned directly from the people involved. When making decisions regarding process, get information directly from those responsible for the job and don't settle for just the opinions of others. Assess ALL the known facts, and then make the best decision based on that data.Demand accountability of yourself and others. Leadership isn't easy, if it was, everyone would be doing it. Leaders must uphold a higher standard for themselves than they do for others. Accept total responsibility for all actions taken and decisions made - regardless of the personal consequences - and demand the same of your staff. Leaders pay a high price emotionally, relationally, and spiritually. Only those willing to pay the price are qualified for leadership. Before accepting a leadership position the hard question must be asked, "Am I willing to sacrifice myself in order to lead?" Expect the best of your staff. When your first response is "if they knew better, they'd do better," your first reaction will be "have I fully equipped them to do their job?" or "Have I clearly articulated my expectations?" When we look inwardly first, it often stops our outward rage. When people know you expect them to do their best, they most likely will. When they expect that you'll castigate or blame them for mistakes, they most likely won't do anything - good or bad. That does not mean that you tolerate ineptness, but when you think highly of your staff you inspire them to excel beyond their limits so that you are not disappointed. That creates a win-win situation.Respect those "under" and "above" you. There are many that say that respect must be earned and to some degree that is correct. However, every person must be afforded some level of respect because they are God's creation whom He loves. Additionally, there are instances when despite a person being of low character, they are deserving of respect because of the position they hold.Solve problems and you increase your value in the eyes of those you follow and those who follow you. Some people focus on the problem. Some focus on finding solutions. A leader focuses on turning solutions into action because only then is a problem solved. Leaders face challenges head on, they enlist the help of appropriate people who collectively develop the best solution but the next step reveals true leadership because they convert the solution to a game plan and then over see its execution. There are times when a leader must act alone, and there are times when he must incorporate the views, opinions and wisdom of others. A wise leader knows the difference.Honor your word. There is nothing that instills greater loyalty than knowing that a person is a person of honor - and that begins with honoring your word even to your own hurt. What we say should not change simply because the audience changes. If we commit to something (even if circumstances change which makes that commitment a challenge or inconvenient) we must follow through. If we said it, we must make it good. When we are a person who honors our word, our word becomes a standard that others can rely on, and that confidence is priceless.Include others in the process. While it is true that "ducks flock together but eagles fly alone," that is not a good position to be in when making changes that impact the lives of others. No one sees everything from all angles; we need the experience, expertise and gift of others to make our decisions more effective. Include others in the process, gather their input, allow them to offer their solutions; by involving others you help them to own the outcome. However, when a decision needs to be made, make it with confidence; knowing that it is the best decision to be made at the time.Praise publicly, criticize privately. Though this one is last its importance cannot be underestimated. A leader knows that "you catch more flies with honey than you do with vinegar." When you praise publicly, you elevate the employee in the eyes of her peers and that is often a great motivator. However, when you publicly humiliate people, you instill fear, resentment and offense, all of which are tools for strife, confusion and rebellion. Ask yourself, do you want your boss to publicly praise or criticize you?What do you do if you realize you do not have effective leaders? Consider this: Great leaders recognize that competence is critical. If removing a poor performer is a greater challenge than letting a position go vacant until the right person is found, then you have failed in leading. When proper disciplinary procedures are in place and followed, you must recognize that more harm than good is done when an incompetent person remains in a position. There is no room for an incompetent leader. If you have promoted someone because they have the right heart but do not possess the skills required, admit you erred, remove the person and do double duty until the best person is found. Pastors, educators and those who serve others often fail in this regard because they want to give a person every chance to succeed. The question must always be asked, "Am I failing my vision, am I doing a disservice to those I am accountable to by letting this go on too long?" It is better to help a person find where they are suitable than to continue to carry them in a position where they are not. An ineffective leader must be removed quickly, but in a redemptive way.While there are other leadership traits that separate good leaders from great leaders; this list gives you a good foundation. If lives depend on what you or your leadership team does, then you cannot afford to let them down. Make the hard, but right decisions.Karen Hosey has over 20 years experience in strategic planning, sales and leadership development. She currently assists businesses and ministries in achieving their vision through customized processes in strategic planning, and leadership, sales/customer service development. As a business coach, she guides leaders (and those aspiring to be) to fulfill their potential. She is an energetic, motivational conference and seminar speaker who uses her experiences to entertain and educate on a variety of topics that relate to business, management and self-improvement. Visit us at [http://zoeconsulting.net/]
AlokKnow yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 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. We must become the change we want to see - Mahatma Gandhi Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. Train 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.
Alok
SurendraThis was given by : Kouzes & Posner in 1987 :Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share your 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 that it can be done. Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.
AnkitWhat is the difference between a manager and a leader?Ans. Managers promote stability while leaders press for change and only organizations that embrace both sides of the contradiction can survive in turbulent times. Leaders provide vision and strategy; managers implement that vision and strategy, coordinate and staff the organization, and handle day-to-day problems. *How does a leader lead with vision? *Can a person be an informal leader?*What is self-leadership? *What are some of the contemporary issues in leadership?
UttejSignificant relationships exist between leadership and such individual traits as:intelligence[10]adjustment[10]extraversion[10]conscientiousness[11][12][13]openness to experience[12][14]general self-efficacy[15][16]
PauriThe key to leadership is relationship and influence. Therefore, even non-managers can demonstrate strong leadership skills. This article shares five leadership traits you can add to your repertoire of skills. Honesty Do what you say. Consistency between word and action is how people judge honesty. When you say one thing and do another, people will believe your actions and not your words. Know this, your team will do what you do, not what you say. So, remember DWYSYWD -- Do What You Say You Will Do. Cooperative and Caring Build relationships. Take an interest in your coworkers. Let them know you care. Catch up over lunch. Have fun and show some enthusiasm. Keep team members "in the loop" and informed. Listen to what they have to say. And, always bring a benefit. Adapts to Others Adopt the "Platinum Rule." This communication rule says, "Do unto others as they would like to be done unto." That means, to be effective you should temporarily adjust your communication style to match the person you're communicating with. If you're speaking to a detail and factual type, communicate the whole story, leave nothing out. On the other hand, if you're speaking to a big picture/conceptual type, get to the point, be open to their ideas, and skip the minutiae. Competence Make quick decisions. Running every decision by your boss weakens your credibility. When a quick decision must be made, make it. To check the soundness of your decision, first compare the best to the worst: "What is the best that can happen if I make this decision?" "What is the worst that can happen?" Next, ask yourself: "Does the best outweigh the worst?" Then, consider whether you can live with the worst if it were to happen. If you can answer "yes," make the decision and stand accountable for the results. Self-Management Focus on results. Yes, take one day at a time, but spend time planning your day. Schedule time for high-payoff tasks. Empower yourself to make your own choices about your time. Distinguish between goals and routine tasks. Eighty percent of your job description consists of low payoff tasks. For example, some phone calls, meetings, e-mails consume a lot of time, but have very little impact on team success. Here's a productivity tip from the book, Productivity Power: "Spend at least one hour each day working on tasks that give the highest payoff." These are five of the most admired qualities of leaders. Develop these traits and you are on your way to becoming a leader everyone looks up to and follows. "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." -- John Quincy Adams
Pauri
AnnuMuch of the literature about organizations stresses decision-making and implies that if decision-making is timely, complete, and correct, then things will go well. Yet a decision by itself changes nothing. After a decision is made, an organization faces the problem of implementation—how to get things done in a timely and effective way. Problems of implementation are really issues about how leaders influence behavior, change the course of events, and overcome resistance. Leadership is crucial in implementing decisions successfully. Each of us recognizes the importance of leadership when we vote for our political leaders. We realize that it matters who is in office, so we participate in a contest, an election, to choose the best candidate. Investors recognize the importance of business leadership when they say that a good leader can make a success of a weak business plan, but that a poor leader can ruin even the best plan.
AnnuLeadership can be used for good or ill. Hitler seemed to be a leader of the German people, but he set an evil direction. He had great leadershipskills, but put them to terrible uses.Sometimes people in business use leadership skills to exploit others.Sometimes people in charitableorganizations use leadership skills to benefit themselves rather than the people they are supposed to help. Leadership skills can be perverted to pursue bad ends.
DolaLeadership MythsLeadership, although largely talked about, has been described as one of the least understood concepts across all cultures and civilizations. Over the years, many researchers have stressed the prevalence of this misunderstanding, stating that the existence of several flawed assumptions, or myths, concerning leadership often interferes with individuals’ conception of what leadership is all about. Myth 1 – Leadership is innateAccording to some, leadership is determined by distinctive dispositional characteristics present at birth (e.g., extraversion; intelligence; ingenuity). However, it is important to note that leadership also develops through hard work and careful observation. [65] Thus, effective leadership can result from nature (i.e., innate talents) as well as nurture (i.e., acquired skills).Myth 2 – Leadership is possessing power over othersAlthough leadership is certainly a form of power, it is not demarcated by power over people – rather, it is a power with people that exists as a reciprocal relationship between a leader and his/her followers (Forsyth, 2009). [65] Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership. In actuality, individuals who seek group consent and strive to act in the best interests of others can also become effective leaders (e.g., class president; court judge).Myth 3 – Leaders are positively influentialThe validity of the assertion that groups flourish when guided by effective leaders can be illustrated using several examples. For instance, according to Baumeister et al. (1988), the bystander effect (failure to respond or offer assistance) that tends to develop within groups faced with an emergency is significantly reduced in groups guided by a leader. [66] Moreover, it has been documented that group performance,[67]creativity,[68] and efficiency[69] all tend to climb in businesses with designated managers or CEOs. However, the difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including his/her own followers (e.g., Pol Pot; Josef Stalin). Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means.[70]Myth 4 – Leaders entirely control group outcomesIn Western cultures it is generally assumed that group leaders make all the difference when it comes to group influence and overall goal-attainment. Although common, this romanticized view of leadership (i.e., the tendency to overestimate the degree of control leaders have over their groups and their groups’ outcomes) ignores the existence of many other factors that influence group dynamics. [71] For example, group cohesion, communication patterns among members, individual personality traits, group context, the nature or orientation of the work, as well as behavioral norms and established standards influence group functionality in varying capacities. For this reason, it is unwarranted to assume that all leaders are in complete control of their groups' achievements.Myth 5 – All groups have a designated leaderDespite preconceived notions, all groups need not have a designated leader. Groups that are primarily composed of women,[72][73] are limited in size, are free from stressful decision-making,[74] or only exist for a short period of time (e.g., student work groups; pub quiz/trivia teams) often undergo a diffusion of responsibility, where leadership tasks and roles are shared amongst members (Schmid Mast, 2002; Berdahl & Anderson, 2007; Guastello, 2007).Myth 6 – Group members resist leadersAlthough research has indicated that group members’ dependence on group leaders can lead to reduced self-reliance and overall group strength, [65] most people actually prefer to be led than to be without a leader (Berkowitz, 1953).[75] This "need for a leader" becomes especially strong in troubled groups that are experiencing some sort of conflict. Group members tend to be more contented and productive when they have a leader to guide them. Although individuals filling leadership roles can be a direct source of resentment for followers, most people appreciate the contributions that leaders make to their groups and consequently welcome the guidance of a leader (Stewart & Manz, 1995).
