All Resources

      • An Overview of Leading Teams

        A Leader's Role in Developing a Team

        A leader has an important role in developing the performance of their team. John Adair’s Action Centred Leadership model is an example of how they can achieve this. Good managers and leaders should have full command of the three main areas of the Action Centred Leadership model, and should be able to use each of the elements according to the situation. Being able to do all of these things and keeping the right balance, gets results, builds morale, improves quality, develops teams and productivity. This is ultimately the mark of a successful manager and leader. But there are other aspects also to consider when developing a team.

        One way to help develop a team, particularly a struggling or newly established one, is to look at a model by Dr Bruce Tuckman to help you identify solutions to current issues. Tuckman published his Forming, Storming, Norming and Performing model (Group Formation Model) in 1965, adding a fifth stage, Adjourning, in the 1970s. This theory is an elegant explanation of team development and behaviour. Tuckman's model explains that as the team develops maturity, ability and as relationships establish, the leader can then change leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. With your role as a leader in mind, we can use Tuckman’s model to help you grow an independent, confident and proactive team. There are suggested ‘actions’ for you to take, but these may not be suitable for everyone.

        Using Tuckman’s natural process of team development, a leader can predict how their organisation may grow. This is not a certainty, and there may be circumstances that may cause a previous phase to reoccur. It is situational to the team and organisation. But by using this as a guide, one can utilise their leadership skills to devise a way of encouraging a prosperous working environment.


        • Different Types of Team

          This section will aim to educate you on the different types of team, and how to lead and draw together people of different social or educational backgrounds to maximise workplace performance.

        • Leading High-Performing Teams

          This section will focus on the topic of leading and managing high-performing teams or team members through a number of techniques.

        • Teamwork and Co-operation

          This section focusses on the aspects of teamwork and co-operation required to maintain a functional and high-performing team.

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            The Johari Window is a self-help tool derived by Joseph Luft and Harrington Ingham during the 1950s to help people to better understand their relationship with themselves and with others.

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            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.


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            How to build trust within the workplace. Discover the importance of trust in the workplace and methods that enable its conception and growth.

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            The importance of Team Exercises and getting them correct.

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            Explore the Job Demands-Resources model, its core concepts and applications.

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            How to create a learning team through environmental changes.

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            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?

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            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

          This section focusses on the idea of shared objectives in a workplace -  getting team members to commit to a number of mutual goals.

        • Allocating, Directing and Co-ordinating Work Activities

          This section focusses on the allocation and co-ordination of work activities, including delegation and management of specific tasks suited to different team-members.

        • Motivating the Team

          This section focusses on motivational theory and how to improve performance and drive across the group within the workplace.

        • Appraising Performance

          This section focusses on the processes of review and management of performance, and how to act to appraise high-performing individuals and teams.

        • Dealing with Problems and Conflict

          This section will focus on how to deal with problems within a team, and how to handle conflict resolution scenarios and difficult conversations.

        • Team Dynamics

          This section will focus on the topic of team dynamics and relationships within the workplace - how to utilise these to achieve maximal performance.

        • Leading Remote/Virtual Teams

          This section focusses on the challenges of leading virtual and remote teams - a topical discussion in the 21st-century business.

        • Additional Resources

          This section contains additional resources to support the Leading Teams information available across this course.
        • End of Course Quiz

          This section contains the end of course quiz - a test to review the progress and knowledge you gained.

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            An end of course quiz to assess all that you have learnt throughout this module in Leading Teams.