Leadership of Groups: The ability to provide direction and guidance to a group of people and to encourage cooperation between team members in order to attain an objective.
defines the task assigned to the team
indicates which results are expected of the team
demonstrates his/her own position and approach
clearly defines the role of each team member
demonstrates the planning, procedure and approach
distinguishes and uses the team members` various qualities
makes sure that all team members contribute actively to the process
provides directions when tensions arise or objectives are in danger of not being attained
stresses the importance of the various team members` contributions
encourages team members to look beyond the boundaries of their own department
addresses opposing interests and tries to reconcile conflicting parties by looking for common denominators within the team
emphasizes the responsibility the team members have to achieve well
enhances the team`s problem solving skills by encouraging them to come up with their own solutions for arisen problems
discusses strategic goals, mission and vision with the team members and the strategic role they play in inspiring people at lower management levels
distinguishes and addresses complex interests and internal tensions, and offers suggestions to solve them
inspires team members charismatically and demonstrates faith in the future and in their expertise
uses the various talents and competencies that exist within the team
encourages team members to use their talents and competencies in order to achieve the organization`s goals
uses the (informal) influence team members may have within the organization
Leadership of groups can be easily developed if the candidate has a more than average score (7,8,9) on the drives Energy & action, Responsibility & leadership and Sociability & contact.
Could you indicate how you interact with your most successful employee?
Could you indicate how you interact with your least successful employee?
What do you do in order to motivate your employees?
Could you give an example of a recent situation in which you made a remark to an employee regarding disappointing results?
Were you ever confronted with an employee lacking motivation? What did you do in order to motivate this person?
Pay structural attention to your employees’ personal development.
When addressing employees, appeal to their talents as much as you can.
Define a common goal together with your team.
Ask your employees what they regard as challenging tasks, so they can make a maximum effort and work on their personal development.
Ask a colleague from your organization for feedback on the question to what extent you are a good group leader.
Investigate how the manager encourages cooperation within the team. Provide feedback.
Advice the manager to ask participants on forehand what they hope to be the outcome of a meeting. He could ask, for example: ‘What do you expect from this meeting?’
Investigate to what extent the manager expects his team to feel free to doubt, ask questions, be insecure. Registering verbal and non-verbal signals is an important quality for managers.
Discuss the entire organization’s mission with the manager and ask about his department’s or team’s contribution. Review the relations with other departments. Discuss demands and needs the manager has regarding other departments and vice versa.
Discuss which decisions will be made in the near future and review whether employees could be more involved in the decision making process.
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