leadership styles & team roles - university college dublin - cms - teamwork and...
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© 2010 Deloitte Touche Tohmatsu
Leadership Styles
& Team Roles
Behaving „As One‟
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© 2010 Deloitte Touche Tohmatsu
Introductions
Mary O’Reilly Learning & Development Manager
Emer Brennan Human Resources Business Partner
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© 2010 Deloitte Touche Tohmatsu
Coat of Arms
Group Activity - Introductions
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© 2010 Deloitte Touche Tohmatsu
Leadership
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© 2010 Deloitte Touche Tohmatsu
How do you define
Leadership?
Group Activity
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© 2010 Deloitte Touche Tohmatsu
Who would you single
out as a great Leader?
Group Activity
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© 2010 Deloitte Touche Tohmatsu
Leaders in history
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© 2010 Deloitte Touche Tohmatsu
Leaders of today
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© 2010 Deloitte Touche Tohmatsu
Leaders of the future
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© 2010 Deloitte Touche Tohmatsu
What distinguishes them
as a Leader?
Group Activity
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© 2010 Deloitte Touche Tohmatsu
The Emerging School of Leadership
The Why
The Who
The How
The What
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© 2010 Deloitte Touche Tohmatsu
The Emerging School of Leadership
?
Followers & Situation
Behaviour & Competencies
Knowledge & Personality
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© 2010 Deloitte Touche Tohmatsu
The Emerging School of Leadership
?The Who
The How
The What
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© 2010 Deloitte Touche Tohmatsu
THE NEW SCHOOL
The What
The How
The Who
The Why!
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© 2010 Deloitte Touche Tohmatsu
THE WHY
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© 2010 Deloitte Touche Tohmatsu
THE WHY: VICTORY SPEECHES
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© 2010 Deloitte Touche Tohmatsu
THE DIFFERENCE:
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‘We have a
dream…’
‘I have a
plan…’
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© 2010 Deloitte Touche Tohmatsu
“All men dream: but not equally. Those
who dream by night in the dusty recesses
of their minds wake in the day to find
that it was vanity: but the dreamers of
the day are dangerous men, for they may
act their dreams with open eyes, to make
it possible.
This I did”
T.E. Lawrence: Seven Pillars of Wisdom
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© 2010 Deloitte Touche Tohmatsu
WHY SHOULD ANYONE BE LED BY YOU?
• What is your dream?
• What is the legacy you want to leave?
• What are you doing right now to
invest in your personal leadership
journey?
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© 2010 Deloitte Touche Tohmatsu
LEADING FROM THE INSIDE OUT – WHY
BEFORE WHAT…..http://www.youtube.com/watch?v=4oAB83Z1ydE&NR=1
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© 2010 Deloitte Touche Tohmatsu
Team Styles
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© 2010 Deloitte Touche Tohmatsu
Definition of a Team
A team is a:
committed group of people
with a shared, meaningful purpose
who work together
toward a common goal
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© 2010 Deloitte Touche Tohmatsu
The Best and the Worst
From your experiences, what are the behaviors or characteristics of the best teams you have been on, and the worst?
Hall of Shame: Worst Hall of Fame: Best
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© 2010 Deloitte Touche Tohmatsu
Teamwork in
Action!
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© 2010 Deloitte Touche Tohmatsu
Traffic Jam
Group Activity
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© 2010 Deloitte Touche Tohmatsu
Belbin Team Role Preferences
Dr Belbin identified 9 distinct team roles
through extensive research with
successful management teams
What is a team role?
“ a tendency to behave, contribute and
interrelate with others in a particular
way”
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© 2010 Deloitte Touche Tohmatsu
Belbin Team Role Preferences
Why do it?
• It can be difficult to work with others when
we don‟t have an expectation of how they
are going to perform.
• Better understanding of strengths and
weakness individually and as a team.
• Thus easier to address the development
areas of a team
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© 2010 Deloitte Touche Tohmatsu
Belbin Questionnaire
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© 2010 Deloitte Touche Tohmatsu
Belbin team roles (Belbin, 2001)
Lacks drive and ability
to inspire others. Over
critical
Sober, strategic,
discerning, sees
options, judges well
Monitor-evaluator
Contributes only on a
narrow front and dwells
on the technicalities.
Tends to overlook the
‘big picture’
Single-minded, self-
starting and dedicated.
Provides knowledge &
skills in rare supply
Specialist
Ignores details.
Often too Pre-occupied
to communicate
effectively
Creative, imaginative,
unorthodox, innovative
Problem-solver
source of original ideas
Plant
Allowable
weaknesses
ContributionsBelbin Team-Role
Type
TH
OU
GH
T O
RE
INTA
TE
D
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© 2010 Deloitte Touche Tohmatsu
Belbin team roles (Belbin, 2001)
Indecisive in crunch
situations,
some failure to provide
clear lead to others
Co-operative, mild,
perceptive and
diplomatic. Listens,
builds, averts friction,
good listener
Teamworker
Can be Manipulative
Offloads personal work
Mature, confident, good
chairperson. Decision-
maker, delegator
Coordinator
Over-optimistic. Loses
interest one initial
enthusiasm has
passed.
Easily diverted
Extrovert, enthusiastic,
communicative. Explores
opportunities. Develops
contacts.
Sales person, source of
vitality
Resource Investigator
Allowable
weaknesses
ContributionsBelbin Team-Role
Type
PE
OP
LE
OR
EIN
TA
TE
D
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© 2010 Deloitte Touche Tohmatsu
Belbin team roles (Belbin, 2001)
Inclined to worry
unduly.
Reluctant to delegate.
Resistance to unproven
ideas
Painstakingly
conscientious, anxious.
Seeks out errors and
omissions. Meets
deadlines, works to
highest standards
Completer Finisher
Somewhat inflexible.
Slow to respond to new
possibilities
Resists unproven ideas
Disciplined, reliable,
conservative and efficient
Turns ideas into practical
actions
Organiser, hard-working
Implementer
Prone to provocation,
impatience.
Offends peoples’ feelings,
may be seen as abrasive
Challenging, dynamic,
thrives on pressure. The
drive and courage to
overcome obstacles,
brings competitive drive
to team
Shaper
Allowable
weaknesses
ContributionsBelbin Team-Role
Type
AC
TIO
N O
RE
INTA
TE
D
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© 2010 Deloitte Touche Tohmatsu
Belbin Team Roles
SHAPER
COMPLETER
FINISHER
TEAMWORKER
SPECIALIST
PLANT
RESOURCEE
INVESTIGATOR
MON ITOR
EVALUATOR IMPLEMENTER
CO-ORDINATOR
Thought
orientated
Action
orientated
People
orientated
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© 2010 Deloitte Touche Tohmatsu33
Belbin Self Perception Inventory
In your groups talk about your own profile, while
asking the following questions:
1. Do you agree with your profile
( highest & lowest scores)?
2. What can someone with your profile bring to a
team?
3. What are the potential challenges of having
someone with your profile in a team?
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© 2010 Deloitte Touche Tohmatsu
Building a bridge
Group Activity
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© 2010 Deloitte Touche Tohmatsu
Debrief & Questions
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© 2010 Deloitte Touche Tohmatsu
Thank You
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