Workplaces are constantly evolving and becoming more complex, and leaders need to adapt to this. It is a challenge to lead a single team effectively, but what about leading different types, including remote/virtual teams? All questions will be answered in this course, which outlines the challenges and solutions to leading different teams and individuals. Teamwork, coordination and motivation will be at the forefront, but other aspects of leadership will also be discussed in detail, such as performance management, delegation and conflict resolution.
Leadership expert Ken Thompson describes the general habits of successful, high-performing teams and shares his information for leaders on how to develop a team in order to achieve maximum results from each individual and from the group as a whole.
Teamwork and Co-operation - (14)
This section focusses on the aspects of teamwork and co-operation required to maintain a functional and high-performing team.
Richard Beckhard’s GRPI model is an approach used to increase the effectiveness of team development and is a formula used for leading high-performance teams. It can also purposely serve for identifying potential causes of team dysfunction and raising awareness about performance issues within a team.
The four main aspects of this model are Goals, Roles, Processes and Interpersonal Relationships.
Author, professor and fellow at Autodesk, Tom Wujec discusses research into a team building game known as the "marshmallow problem". The game involves building the tallest tower as possible using dry spaghetti, one yard of tape and a marshmallow - why do some groups excel, whilst others do not? And what are the implications for functional team development?
Trust is one of the most important factors in business and personal development - however, it is also one of the most misunderstood. Researcher in business psychology James Davis discusses trust - what it is, what it means, and its associated risks. He suggests that by nurturing three specific traits, you can encourage others to trust you and what you stand for.
Shared Objectives - (1)
This section focusses on the idea of shared objectives in a workplace - getting team members to commit to a number of mutual goals.