Developing Team Management and Leadership Skills

This study material focuses on developing team management and leadership skills. It covers the assessment of existing leadership and management capabilities using academic and theoretical models. It also explores a range of leadership and management developmental activities individually and as a member of a team. The content emphasizes the importance of leadership in organizational development.

Developing
team
management
and leadership
skills

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
REFLECTION.................................................................................................................................3
Assessment of existing leadership and management capabilities with application of academic and
theoretical models........................................................................................................................3
Range of leadership and management developmental activities individually and as a member of a
team..............................................................................................................................................4
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
In organisational functions and operations leadership and management activities play a major role
as they both help in organisational development (Barnes, 2021). Most of the organisations in today’s
world are dedicated to deploy and implement leadership related operations in order to achieve
organisational success. In this report there is a proper assessment of various leadership and
management capabilities with a range of theoretical and academic models. This report also contains a
range of leadership and management activities individually and being a member of professional team
in the organisation.
MAIN BODY
REFLECTION
Assessment of existing leadership and management capabilities with application of academic and
theoretical models
According to me, there are various techniques of leadership and management styles which are
helpful in providing competitive advantage to a business. In my perspective democratic leadership
style is considered as one of the major leadership style in which a leader takes all organisational
decisions by taking advice of others. I think that autocratic leadership style is also beneficial for a
business but in most of the cases it fails to perform effective coordination. In the era of stiff
competition major global companies are involved in implementing leadership related operations in
order to manage large number of employees (Totterman, 2021
In my views Henry fayol is a famous management scholar who proposed several universally
applicable models in the field of management. In the practical business world it is essential for an
organisation to get ready for change management. In my perspective Kotter’s change management
model is helpful in adopting new change management as it contains various treatments to adopt
changed situation. I think that Lewin’s change management model is also one of the major models
which are helpful in facilitating change management. In order to gain competitive advantage at the
marketplace it is essential to adopt the role of Porter’s five forces model. As I have studied in my
classroom about Porter’s five forces model it is most suitable model for analysis of external
environment. In my view the appropriate approach in performing management functions in an
appropriate manner is SWOT analysis. As far as I know SWOT analysis is also one of the major
approaches which are helpful in determination of several strengths and weaknesses of a business. It is
essential for a business to adopt the management models with help of professional management in
order to attract large number of customers. In general perspective of my knowledge team life cycle is
also a crucial model which is beneficial in improving and developing team related skills. According to
me it is essential to adopt all the major theories and models which are related to management and

leadership in order to increase revenue and efficiency of a business. In my views PESTLE analysis is
also one of the major models in field of management which is very crucial in analysing several
external environment related factors. It is essential for a business before starting its operations at the
marketplace to perform PESTLE analysis to majorly determine most important environmental factors
in the economy (Leonard, 2017). I also think that in a business application of various business models
like Marketing and communication mix is also essential in order to effectively conduct marketing
operations and increase sales of the company.
Range of leadership and management developmental activities individually and as a member of a team
It is essential for a business to implement an appropriate leadership plan in order to manage large
number of workforce. In order to effectively manage different team members it is important to perform
a brief assessment of different management leadership theories. In my perspective there should be
deployment of professional and skilled management in implementation of leadership plan. A business
also requires providing effective and efficient training and development to the employees in order to
improve their satisfaction. It is also essential for an organisation to perform assessment of various
leadership styles and techniques in order to manage different types of employees (Harrison, 2018). In
order to effectively manage major functions all the weaknesses of staff members should be eliminated
by having proper consultation from professional management. In most of the business related functions
human resource management also play a major role in development of culture at the workplace. In
implementing leadership related functions, culture management of organisation should be developed in
a precise manner to facilitate leadership functions.
Strengths also play a major role in management related operations and functions as it is helpful in
providing competency edge to a business firm (Sousa, 2017). In strategic action plan for an
organisation it is the major responsibility of management to take advantage of several strengths. It is
recommended for an organisation to have different strengths in order to compete at the marketplace
with full enthusiasm. In business development democratic leadership style will be suitable for a
business in a precise manner. If an organisation is performing several leadership related functions with
of democratic leadership style then it will be able to increase its efficiency at the marketplace. In the
era of stiff competition it is essential for an organisation to implement several techniques and tools for
the management of leadership related activities (Dixon, 2017). The development of an organisation
with the help of various leadership related theories is also considered as a major issue in most of the
organisations.
.

CONCLUSION
From the above stated report it can be concluded that it is essential to regularly perform various
operations and functions related to leadership. The above report also concludes that different
management models and theories are also helpful for a business development in a precise manner. This
report also concludes that in order to gain competency edge and increase customer satisfaction it is
essential for a business to hire professional management.

=Honey and Mumford: Learning Styles Questionnaire
There is no time limit to this questionnaire. It will probably take you 10-15 minutes. The accuracy
of the results depends on how honest you can be. There are no right or wrong answers. If you
agree more than you disagree with a statement put a tick. If you disagree more than you agree put a
cross by it. Be sure to mark each item with either a tick or cross. When you have completed the
questionnaire, continue this task by responding to the points that follow.
1. I have strong beliefs about what is right and wrong, good and bad. (✔)
2. I often act without considering the possible consequences. (✖)
3. I tend to solve problems using a step-by-step approach. (✔)
4. I believe that formal procedures and policies restrict people. (✔)
5. I have a reputation for saying what I think, simply and directly. (✖)
6. I often find that actions based on feelings are as sound as those based on careful
thought and analysis. (✔)
7. I like the sort of work where I have time for thorough preparation and
implementation.
8. I regularly question people about their basic assumptions. (✔)
9. What matters most is whether something works in practice. (✖)
10. I actively seek out new experiences. (✖)
11. When I hear about a new idea or approach I immediately start working out how to
apply it in practice. (✖)
12. I am keen on self-discipline such as watching my diet, taking regular exercise,
sticking to a fixed routine etc. (✔)
13. I take pride in doing a thorough job. (✔)
14. I get on best with logical, analytical people and less well with spontaneous,
"irrational" people. (✔)
15. I take care over the interpretation of data available to me and avoid jumping to
conclusions. (✔)
16. I like to reach a decision carefully after weighing up many alternatives. (✔)
17. I'm attracted more to novel, unusual ideas than to practical ones. (✖)
18. I don't like disorganised things and prefer to fit things into a coherent pattern. (✖)
19. I accept and stick to laid down procedures and policies so long as I regard them as
an efficient way of getting the job done. (✖)
20. I like to relate my actions to a general principle. (✔)
21. In discussions I like to get straight to the point.
22. I tend to have distant, rather formal relationships with people at work. (✔)
23. I thrive on the challenge of tackling something new and different. (✔)
24. I enjoy fun-loving, spontaneous people. (✖)

25. I pay meticulous attention to detail before coming to a conclusion. (✖)
26. I find it difficult to produce ideas on impulse. 27. I believe in coming to the point
immediately. (✔)
28. I am careful not to jump to conclusions too quickly. (✖)
29. I prefer to have as many sources of information as possible -the more data to mull
over the better. (✔)
30. Flippant people who don't take things seriously enough usually irritate me. (✖)
31. I listen to other people's point of view before putting my own forward. (✖)
32. I tend to be open about how I'm feeling. (✔)
33. In discussions I enjoy watching the manoeuvrings of the other participants. (✖)
34. I prefer to respond to events on a spontaneous, flexible basis rather than plan things
out in advance. (✔)
35. I tend to be attracted to techniques such as network analysis, flow charts, branching
programmes, contingency planning, etc. (✔)
36. It worries me if I have to rush out a piece of work to meet a tight deadline.
37. I tend to judge people's ideas on their practical merits. (✔)
38. Quiet, thoughtful people tend to make me feel uneasy. (✖)
39. I often get irritated by people who want to rush things. (✖)
40. It is more important to enjoy the present moment than to think about the past or
future. (✖)
41. I think that decisions based on a thorough analysis of all the information are sounder
than those based on intuition. (✔)
42. I tend to be a perfectionist. (✔)
43. In discussions I usually produce lots of spontaneous ideas. (✖)
44. In meetings I put forward practical realistic ideas. (✔)
45. More often than not, rules are there to be broken.
46. I prefer to stand back from a situation and consider all the perspectives. (✖)
47. I can often see inconsistencies and weaknesses in other people's arguments. (✔)
48. On balance I talk more than I listen. (✔)
49. I can often see better, more practical ways to get things done. (✔)
50. I think written reports should be short and to the point. (✔)
51. I believe that rational, logical thinking should win the day.
52. I tend to discuss specific things with people rather than engaging in social
discussion. (✖)
53. I like people who approach things realistically rather than theoretically. (✖)
54. In discussions I get impatient with irrelevancies and digressions. (✔)

55. If I have a report to write I tend to produce lots of drafts before settling on the
final version. (✔)
56. I am keen to try things out to see if they work in practice. (✖)
57. I am keen to reach answers via a logical approach. (✔)
58. I enjoy being the one that talks a lot. (✔)
59. In discussions I often find I am the realist, keeping people to the point and
avoiding wild speculations. (✔)
60. I like to ponder many alternatives before making up my mind. (✖)
61. In discussions with people I often find I am the most dispassionate and objective. (✖)
62. In discussions I'm more likely to adopt a "low profile" than to take the lead and do most
of the talking. (✖)
63. I like to be able to relate current actions to a longer-term bigger picture. (✔)
64. When things go wrong I am happy to shrug it off and "put it down to experience".
65. I tend to reject wild, spontaneous ideas as being impractical. (✔)
66. It's best to think carefully before taking action. (✖)
67. On balance I do the listening rather than the talking. (✔)
68. I tend to be tough on people who find it difficult to adopt a logical approach. (✔)
69. Most times I believe the end justifies the means. (✔)
70. I don't mind hurting people's feelings so long as the job gets done. (✔)
71. I find the formality of having specific objectives and plans stifling. (✔)
72. I'm usually one of the people who put life into a party. (✔)
73. I do whatever is expedient to get the job done. (✔)
74. I quickly get bored with methodical, detailed work. (✖)
75. I am keen on exploring the basic assumptions, principles and theories underpinning
things and events. (✖)
76. I'm always interested to find out what people think. (✖)
77. I like meetings to be run on methodical lines, sticking to laid down agenda, etc. (✖)
78. I steer clear of subjective or ambiguous topics. (✔)
79. I enjoy the drama and excitement of a crisis situation. (✔)
80. People often find me insensitive to their feelings. (✖)

Scoring
You score one point for each item you ticked. There are no points for crossed items. Circle the
questions you ticked on the list below: (Ticked questions in red)
2 7 1 5
4 13 3 9
6 15 8 11
10 16 12 19
17 25 14 21
23 28 18 27
24 29 20 35
32 31 22 37
34 33 26 44
38 36 30 49
40 39 42 50
43 41 47 53
45 46 51 54
48 52 57 56
58 55 61 59
64 60 63 65
71 62 68 69
72 66 75 70
74 67 77 73
79 76 78 80
Totals
427 236 461 605
Activist Reflector Theorist Pragmatist

Plot the scores on the arms of the cross below:
Activist- 427 Reflector-236 Theorist- 461 Pragmatist-605
Your result may show that you have a particular learning style. It may be useful to bear this in
mind as you approach tasks. Was the approach you adopted the best one in the circumstances?
Would adopting another learning style have improved you performance?
Yes according to me it is one of the best approaches which is useful for a person to find actual
results. This approach is considered as one of the precise approach in development of learning style
which is crucial for a person. The above mentioned learning style has improved my performance in
a crucial manner. This approach also developed leadership and learning qualities in me which are
beneficial for future development.
At this point you may also find it helpful to read through Characteristics of the Four Learning
Styles, which follow. This provides more detail and should help you clarify your
-20
-15
-10
-5
0
5
10
15
20
-20 -15 -10 -5 0 5 10 15 20
Activist
Pragmatist
Reflector
Theorist

Sense of your own preferred style(s)
The four learning styles are compulsory in development of major learning in individuals. These
learning styles are essential for a person in grabbing precise knowledge from the environment. The
four styles of learning are practised in major universities in order to develop learning power in
students.

Reflection Activity 2
Reviewing your leadership experience
Use the space below to note any occasion, role or activity that has involved you leading in some
way. If you were part of a leadership group, think about your specific role.
For each of your examples, ask yourself the following questions:
 If you asked the other people involved who was the leader – would they have
said it was you?
Leadership is the skills to attract somebody as per to the attainment of targets and aims.
Organisation is the procedure that involves contains of handling each and every section
of the functions and the operations and in an efficient manner.
 Did you make a conscious decision to take a leadership role or did the situation
evolve around you?
Management and leadership skills and proficiencies that are the most significant for
each person who is employed in the business as effectively. As there are various
theories of leaderships and managements like contingency theory, transformation
theory, behavioural theory and many more
 Did you enjoy being the leader?
Yes I enjoyed being a leader as it is a way to manage different types of persons
at a particular moment of time. I also learnt different skills and learning to
develop a specific personality for professional development.
 Is there anything you would have done differently?
As there are more concentrating on the interactive and activities. Hence, I will perform
appropriately and completely with the workers and other affiliates working in the
management.
Reflection Activity 9

Developing your skills
Consider the strengths and weaknesses you identified in Activity 8, and reflect on how you might
fill any gaps. Use the box below to note ideas for possible projects or activities that will allow
you to develop key leadership skills further, e.g. chair a working group; volunteer to give a
presentation; organise an event.
As you consider your options, ask yourself the following questions:
Do I need to focus attention on a key area, e.g. interpersonal skills or negotiating experience?
Yes I need to focus on development of communication skills in order to perform leadership
related operations in a precise manner. The communication skills increase coordination between
two or more persons in order to achieve personal and professional goals. It is also essential for
me to develop interpersonal skills for competing in general academic environment.
What are the projects or activities that could allow me to build those skills e.g. fundraising for a
local charity?
The projects which are given by teachers are important in building different skills which are
essential for development of different skills. I regularly pay attention and do all the projects
which are allotted by professors in order to achieve professional goals. If fund raising is to be
done in a precise manner then it is essential for a person to follow projects with appeal.
Reflection Activity 10
Your experience of poor or weak leadership
Think of a time when you’ve felt shocked, offended, disappointed or angry at an action taken by
a leader you follow.
In the box below, write a brief summary of the situation and how you felt. What do you think
made it poor leadership?
A personal development plan is a plan created by an individual to achieve a prison and purpose.
It consists of the resources needed to achieve these goals and what will be achieved thereafter. If
so, it consists of periods.
Goals and objectives My personal prison and purpose in life is to make my
communication skills, leadership skills, and time management
skills more effective.

Resources The resources I need are taking English online classes, taking
classes to communicate effectively, learning some of my
leadership skills and trying to complete my work within a certain
time limit.
What will be able to? Able to communicate effectively with colleagues and colleagues
while having excellent communication skills. And I can manage
my own tasks within a clear time limit
Provide your answer...
Now try to put yourself into the leader’s position. What could you have done differently?
Provide your answer...
What skills were lacking?
In the first question, you thought of a negative experience of leadership and considered what that
leader did wrong and how you might have behaved differently. Go back to that example and
think more specifically about any skills or abilities the leader didn’t demonstrate.
List the skills in the space below:
Reflection Activity 11
Three most critical leadership challenges
What are the three most critical leadership challenges you or your leaders currently face? List
them in the box below:
Strengths are the major part of management process that is related to various organisational
operations as well as functions as it facilitates the business attain sustainable competitive
advantages. In organisational strategic action plan all strengths of organisation are included
that help to accomplish all goals and objectives efficiently. It is recommended to organisation
that there are various actions and plans are formulated that enhance the strengths in order to
compete at market place with full effectiveness. The organisation should adopt the
democratic leadership style or approach is implemented that allow all organisational

employees to take part in decision-making process that motivates them to perform in well-
defined manner. Appropriate execution of democratic help organisation to enhance efficiency
at work place. As current business environment business faces stiff competition, it is required
to perform several activities and techniques of management and leadership in order to
perform all organisational work in well-defined manner. The development of business help to
execute different leadership theories is also considered as a major issue in most of the
organisations.
Provide your answer...
Personal leadership challenges
Reflect on your experiences of leadership challenge, either as the leader or as an observer.
Summarise the challenge/situation in the box below.
As per my personal analysis I am capable enough to deal with effective decision making
along with good at strong solving skill. With reference to effective skills of communication as
well as leadership I develop my potential in order to learn more innovative skills and things so
that I can enhance or grow my chance to develop effective opportunity for personal and
professional development. The updating skill of learning towards leadership update my skills of
time management. Through time management I would complete all task within specific time
period so that all goals will be achieved in 4- 5 months

REFERENCES
Books and Journals
Barnes, T. and Rennie, S.C., 2021. Leadership and surgical training part 2: training toolkit for
leadership development during surgical training. ANZ Journal of Surgery.
Totterman, H. and von Briesen, J., 2021. Higher Ed Through Grad Consulting: Developing
Leadership Skills by Negotiating and Delivering Paid Client Assignments. In Integration and
Application of Business Graduate and Business Leader Competency-Models (pp. 122-141). IGI
Global.
Leonard, H.S., 2017. A teachable approach to leadership. Consulting Psychology Journal:
Practice and Research, 69(4), p.243.
Harrison, C., Burnard, K. and Paul, S., 2018. Entrepreneurial leadership in a developing
economy: a skill-based analysis. Journal of Small Business and Enterprise Development.
Sousa, M.J., 2017, December. Leadership Skills for Workforce Engagement. In European
Conference on Management, Leadership & Governance (pp. 467-472). Academic Conferences
International Limited.
Dixon, C., Brandt, C. and Iyanna, S., 2017, December. Developing Leadership Skills Using Peer
Evaluation: A Study Using a Web-Based Instrument. In ECMLG 2017 13th European
Conference on Management, Leadership and Governance: ECMLG 2017 (p. 78). Academic
Conferences and publishing limited.
Ali, A., and et.al., 2021. A moderated mediation model linking transactive memory system and
social media with shared leadership and team innovation. Scandinavian Journal of
Psychology.
Navalkha, C and et.al., 2021. Putting collaborative leadership into practice: The role of peer
learning. In Parks Stewardship Forum (Vol. 37, No. 2).