1.

Belbin Team Roles

The Belbin Team Roles framework, developed by Dr. Meredith Belbin, identifies nine
roles that individuals naturally gravitate towards in team settings. These roles reflect
diAerent strengths and potential weaknesses in team dynamics:

• Plant: Creative and

solves problems; may
overlook details.
• Resource Investigator:
Extroverted, explores
opportunities; can lose
interest quickly.
• Coordinator: Focuses
on team objectives; may
delegate excessively.
• Shaper: Dynamic,
drives tasks forward; may be
confrontational.
• Monitor Evaluator: Logical, makes impartial decisions; lacks drive.
• Team worker: Cooperative, supportive; can avoid confrontation.
• Implementer: Practical, reliable; may resist innovation.
• Completer Finisher: Detail-oriented, finishes tasks; can be perfectionistic.
• Specialist: Brings expertise; may be narrow-focused.

Each role is crucial to a balanced team, and understanding them can improve role
allocation, reduce conflicts, and leverage team strengths eAectively.

2. Johari Window

The Johari Window is a communication model that illustrates self-awareness and

interpersonal relationships. It has four quadrants:

• •Open Area: Known to self and others (e.g., skills

and shared knowledge).
• •Blind Spot: Known to others but unknown to self
(e.g., habits).
• •Hidden Area: Known to self but not revealed to
others (e.g., personal fears).
• •Unknown Area: Unknown to both self and others
(e.g., undiscovered potential).
This tool encourages open communication, self-disclosure, and feedback, enhancing
trust and self-awareness within teams.

3. EVLN Model (Exit, Voice, Loyalty, Neglect)

The EVLN model describes four potential responses to dissatisfaction within a team or
organization:

• Exit: Leaving or considering leaving the organization/team.

• Voice: Expressing dissatisfaction constructively to initiate change.
• Loyalty: Remaining supportive and hopeful for improvements.
• Neglect: Reducing eAort and motivation, which can harm team performance.

The model helps leaders understand how team members react to problems and aids in
choosing interventions to support constructive responses like voice and loyalty.

4. Types of Conflict

• Felt Conflict: The emotional aspect of conflict, where individuals feel

stress, anxiety, or hostility.
• Perceived Conflict: When conflict is recognized by the individuals
involved, but emotions may not yet be involved.
• Functional Conflict: Constructive conflict that improves decision-
making, encourages new ideas, and enhances performance.
• Dysfunctional Conflict: Destructive conflict that can damage
relationships, lower morale, and reduce productivity.

Leaders aim to transform dysfunctional conflicts into functional ones to enhance team
dynamics and creativity.

5. Conflict Resolution Strategies

• Competing: Assertive and uncooperative, pursuing one’s own interests; useful

when a quick decision is necessary, but can strain relationships.
• Compromising: Moderately assertive/cooperative; both sides give up
something, leading to partial satisfaction for all.
• Collaborating: Assertive and cooperative; seeks a win-win situation, solving the
issue to fully satisfy both parties, best for long-term solutions.
• Accommodating: Unassertive but cooperative, putting others’ needs first, useful
for preserving relationships.
• Avoiding: Unassertive and uncooperative; ignoring the conflict, useful when the
issue is trivial, or emotions need to cool down.
Choosing the right strategy depends on the conflict’s nature, urgency, and the desired
outcome.

Additional Concepts Important in Team Building and Leadership

1. Stages of Team Development (Tuckman’s Model):

Teams go through stages of Forming, Storming, Norming, Performing, and Adjourning.
EAective leaders guide teams through each stage to maximize productivity and
cohesion.
2. Emotional Intelligence (EQ):
EQ includes self-awareness, self-regulation, motivation, empathy, and social skills,
essential for eAective leadership and managing team dynamics.
3. Servant Leadership:
This approach focuses on prioritizing the team’s needs and development. Leaders serve
by empowering team members, which enhances engagement and trust.
4. Trust Building:
Trust is foundational for team performance, requiring consistency, transparency, and
respect. Teams with high trust levels experience better collaboration and higher morale.
5. Feedback Culture:
Constructive feedback is essential for growth, learning, and performance. Leaders
should foster an environment where feedback is welcomed, non-judgmental, and
aimed at improvement.

1. Expatriates and StaYing Types

Expatriates are employees assigned to work in a foreign country. The three types are:

• PCN (Parent Country National): Employees from the headquarters’ home

country sent abroad. PCNs bring company culture and expertise but may face
cultural adjustment issues.
• HCN (Host Country National): Employees from the country where the
subsidiary is located. HCNs understand local culture, laws, and language, often
making them eAective for operations in that region.
• TCN (Third Country National): Employees from neither the host nor the home
country, chosen for their specific skills or neutrality in international projects.
TCNs provide flexibility and may serve as cultural mediators.

Using a mix of these expatriate types can help global teams leverage both local and
global knowledge, ensuring eAective cross-cultural collaboration.

2. Stages of Acceptance in Diversity

Embracing diversity requires progressively shifting perspectives and behaviors. The four
stages are:

• Tolerate: Acknowledging diAerences but maintaining distance.

• Accept: Recognizing and respecting diAerences without necessarily integrating
them into the team culture.
• Value: Appreciating the unique contributions of diverse perspectives.
• Celebrate: Actively embracing and encouraging diverse ideas, integrating them
into the team’s identity.

This progression helps teams move from mere coexistence toward active inclusion,
enhancing creativity, and promoting a positive work culture.

3. Levels of Learning and Behavior Change

Change often involves three levels:

• Cognitive: Understanding or thinking about new information, such as

recognizing the value of a diverse team.
• AYective: Developing positive feelings or attitudes, like empathy or openness
toward team members.
• Behavioral: Putting the new attitudes into action, like actively collaborating
across cultures or adapting communication styles.

EAective training and development in teams address all three levels to ensure that new
concepts become part of everyday behavior.

4. Levels of Group Interaction

Team dynamics exist across several levels:

• Interpersonal: Relationships between two people, such as a manager and an

employee, often driving trust and rapport.
• Intra-group: Interactions within the team that aAect team cohesion and group
norms.
• Intrapersonal: Individual self-awareness and reflection, influencing self-
management and personal development within the team context.
• Inter-organizational: Interactions between diAerent organizations, relevant for
teams working in partnerships or alliances.

Recognizing these levels helps leaders and teams navigate complex interactions and
ensures collaboration flows smoothly.
5. Four Factors of Leadership

Leadership eAectiveness depends on four factors:

• Leader: Their qualities, skills, and vision.

• Follower: Willingness, readiness, and skills of those they lead.
• Communication: Open and clear exchanges of ideas and feedback.
• Situation: The context, including challenges, goals, and the work environment.

These factors interact dynamically, with the leader adapting their style to fit the
followers’ needs and the specific situation.

6. Skill-Will Matrix

This matrix helps leaders adapt their approach based on a team member’s skill and
motivation level:

o High Skill/High Will: Delegate tasks and

empower; minimal supervision.
o High Skill/Low Will: Identify barriers to
motivation and provide support or
incentives.
o Low Skill/High Will: Provide coaching
and training to build skills.
o Low Skill/Low Will: Invest in guidance
and closely manage until they improve.

Tailoring leadership according to skill and will optimizes team performance and
development.

7. From Group to Team: Shared Commitment and Synergy

• A Group is simply a collection of individuals, potentially with diAerent goals and

motivations.
• A Team is a cohesive unit with shared goals, a sense of collective accountability,
and a strong commitment to one another’s success. When individual strengths
combine to create greater results than each could achieve alone, this is synergy.

Organizations seek to create teams because they drive higher productivity, creativity,
and satisfaction than individual eAorts alone.

8. Why Organizations Use Teams

Teams enable organizations to respond to various challenges, such as:

• Information Technology: Collaboration tools make global teamwork possible.

• Competition: Agile, innovative teams give a competitive edge.
• Globalization: Diverse teams cater to international markets eAectively.
• Multigenerational Workforce: Teams integrate varied experiences and
perspectives from diAerent age groups.

Teams make it possible for organizations to tap into a wider skill set and respond more
flexibly to fast-changing business environments.

9. Group vs. Team

• Group: Members work independently and may not share the same purpose.
Coordination is minimal, and outcomes depend on individual contributions.
• Team: Members work interdependently toward a common goal, with shared
accountability and collaborative decision-making, creating stronger cohesion
and trust.

A team structure encourages higher engagement, eAiciency, and innovation than a

simple group structure.

10. Types of Power in Leadership

Leaders wield two main types of power:

• Position Power: Derived from one’s role or title, providing authority over
resources and decisions.
• Personal Power: Stemming from the leader’s unique skills, knowledge, and
relationships. It includes:
• Expert Power: Influence due to specialized knowledge or expertise.
• Referent Power: Influence derived from personal traits, charisma, and the
respect others have for them.

Both types are essential; while position power establishes authority, personal power
fosters trust and engagement.
 Delegate to HS, HW
Coaching to LS, HW

Leadership Styles

1. Situational Leadership: This leadership style involves adapting

leadership based on the needs of the team and the situation. Leaders using this
approach assess the team’s ability and motivation, adjusting their style to guide,
support, delegate, or coach as required.
Example: A project manager may oAer more hands-on support and guidance to new
employees but delegate more to experienced team members.
2. Transformational Leadership: Transformational leaders inspire their
team to exceed expectations by fostering a shared vision, challenging norms, and
encouraging innovation. They often build strong emotional connections and motivate
the team to achieve greater outcomes.
Example: Oprah Winfrey uses her influence to inspire and empower others, pushing her
teams to innovate and achieve their personal best.
3. Transactional Leadership: This style focuses on structured tasks and
performance-based rewards. Leaders clarify expectations and set goals, oAering
rewards for success or imposing penalties for failures.
Example: In a sales organization, a transactional leader might oAer bonuses for
achieving targets or impose penalties for failing to meet minimum quotas.
4. Laissez-Faire Leadership: This leadership style involves giving the team
complete freedom to make decisions and manage their work independently. Leaders
oAer guidance only when necessary, fostering autonomy and innovation.
Example: Warren BuAett, known for his laissez-faire approach, trusts his managers to
make independent strategic decisions without much oversight.

Four Transformational Factors

1. Charisma: Charismatic leaders are inspirational, earning trust and loyalty

from their followers. They use personal appeal to influence and motivate.
Example: Nelson Mandela’s charisma helped unify South Africa, inspiring hope and
determination among citizens.
2. Inspirational Motivation: Leaders communicate a compelling vision of
the future, aligning the team’s goals with a meaningful purpose that fosters
commitment and enthusiasm.
Example: Elon Musk inspires teams by painting a vision of humanity exploring Mars,
motivating teams with the goal of making life interplanetary.
3. Intellectual Stimulation: Transformational leaders challenge their teams
to think critically, encourage creativity, and welcome new ideas. This helps in solving
problems innovatively and fostering a culture of learning.
Example: Satya Nadella at Microsoft encourages a growth mindset, pushing teams to
experiment with new ideas and take calculated risks.
4. Individualized Consideration: These leaders support individual team
members, recognizing their unique needs and helping them grow by providing
opportunities and mentorship.
Example: Richard Branson supports Virgin employees by recognizing their strengths,
giving them autonomy, and encouraging their professional growth.

Two Transactional Factors

1. Constructive Transaction and Contingent Reward: Leaders set specific

goals and oAer rewards for meeting expectations. It reinforces positive behavior and
motivates the team to achieve set objectives.
Example: A sales manager provides monthly incentives to the team for meeting targets,
reinforcing a performance-driven culture.
 2. Corrective Transaction – Active and Passive (Management by
Exception): This involves taking corrective actions to address deviations. Active
management intervenes before issues escalate, while passive management addresses
issues only after they occur.
Example: A production supervisor actively monitors the assembly line for quality issues,
intervening immediately if any deviation is detected. In passive management, the
supervisor only takes action after quality issues are reported.

When to Use Transactional Factors:

• Constructive Transaction and Contingent Reward: Use this for tasks requiring
motivation or clear reward structures, like sales or performance-based projects.
• Corrective Transaction: Suitable for environments needing close quality control
or compliance, like manufacturing or auditing, where issues must be corrected
promptly.

Shared/Distributed Leadership

Shared leadership involves distributing leadership roles among team members rather
than centralizing power in a single leader. This collaborative approach enables team
members to take ownership, make decisions, and bring diverse expertise into play.

Example: In project teams at Google, diAerent team members take on leadership roles
for specific tasks based on expertise, fostering a collaborative and empowered
environment.

Coach vs. Mentor

• Coach: Coaches focus on current performance and immediate

outcomes, guiding individuals on how to perform in specific tasks or scenarios.
Example: A sports coach trains athletes on techniques to improve their performance in
the upcoming game.
• Mentor: Mentors focus on the overall personal and professional
development of individuals, oAering long-term advice, insights, and support.
Example: A senior executive mentoring a junior employee helps them develop career
skills, make strategic career choices, and grow holistically.

Self-Fulfilling Prophecy (Pygmalion EYect)

The Pygmalion EAect suggests that positive expectations from leaders can enhance
team members’ performance. When leaders believe in their team’s potential, they are
likely to perform better, fulfilling the leader’s expectations.
Example: A manager who expects high-quality work and communicates trust in the
team’s ability often sees better results, as team members rise to meet those
expectations.

Golem EYect

The Golem EAect is the opposite of the Pygmalion EAect, where low expectations from a
leader can lead to poorer performance by team members. Leaders should avoid setting
low expectations, as it can reduce team morale and limit potential.

Ohio State Leadership Studies: Initiating Structure and Consideration

• Initiating Structure: Leaders

organize tasks, define roles, and
set clear goals. This structure-
oriented approach is essential for
productivity and meeting
deadlines.
Example: A project manager in a
construction project sets
timelines, assigns responsibilities,
and ensures work progresses
smoothly.
• Consideration: Leaders show concern for team members’ well-being, build
rapport, and provide support, fostering a positive work environment.
Example: A manager who regularly checks in with team members and oAers
support during stressful times exemplifies consideration.

Blake and Mouton’s Managerial Leadership Grid

• High Concern for Production, Low Concern

for People (Task-Oriented): Focuses on
achieving goals, often at the cost of employee
morale.
• High Concern for People, Low Concern for
Production (Country Club): Emphasizes team
well-being but may lack eAiciency.
• High Concern for Both (Team Leader):
Balances productivity with team welfare,
often leading to high performance.
• Low Concern for Both (Impoverished): Minimal eAort for either production or
team morale, often leading to poor outcomes.

Example: A team leader balances productivity and employee satisfaction, creating an

environment where employees feel valued and motivated to meet goals.

Trait Approach and Development

The trait approach identifies specific personality traits and qualities that make eAective
leaders, such as confidence, decisiveness, and empathy. The advantage of this
approach is that undesirable traits can be reduced, while positive traits can be
cultivated.

Example: A leader who lacks communication skills can work to improve these through
training, actively improving their leadership eAectiveness.

Input process output model of virtual teams

 What makes a team
successful?
• Clear purpose
• Interdependence
between roles
• Right size, skills and
people
• Cohesion
• Cooperation with other
teams

Five steps to creating and

developing teams
successfully
1. Make sure the team’s
purpose is clear.
2. Create the context for the
team to work in.
3. Select the right leaders and
team members.
4. Create and develop the
team.
5. Sustain eAectiveness.

Common Barriers Faced by High-Performance Work Teams

1. Non-participating Leadership
2. Poor Decision-Making
3. Infrequent Communication
4. Diversity Not Valued
5. Lack of Mutual Trust
6. Inability to Manage Conflict
7. Lack of Goal Clarity
8. Poorly Defined Roles and Responsibilities
9. Relationship Issues
10. Negative Atmosphere

Challenges and solutions

• Communication
o Hire the right people
o Foster a culture of communication
o Choose the best tools
• Trust
o Establish a mission statement
o Encourage collaboration and team building
o Establish a shared goal
• Productivity
o Ensure accountability
o Form supportive structures
o Develop processes

Read: 14 Important Benefits Of A More Diverse Leadership Team (Forbes) (24 June, ‘21)

1. Visionary / Authoritative leaders move people towards a vision

This style is probably best summed up as ‘Come with me’. These leaders are visionary
and it's the most useful style when a new vision or clear direction is needed, and is most
strongly positive. Authoritative leaders are high in selfconfidence and empathy, acting as
a change catalyst by drawing people into the vision and engaging them with the future.

2. A Coaching leader will develop people.

The phrase that sums up this leadership style is ‘Try it’. Coaching leaders allow people to
try diAerent approaches to problem solving and achieving a goal in an open way. The
coaching leader shows high levels of empathy, self-awareness and skills in developing
others. A coaching style is especially useful when an organisation values long-term staA
development.

3. An AYiliative leader values and creates emotional bonds and harmony.

AAiliative leaders believe that ‘People come first’. Such leaders demonstrate empathy,
and strong communication skills, and are very good at building relationships. This style is
most useful when a team has been through a diAicult experience, and needs to heal rifts,
or develop motivation. It is not a very goaloriented style, so anyone using it will need to
make sure others understand that the goal
is team harmony, and not specific tasks. It is probably obvious from this that it cannot be
used on its own for any length of time if you need to ‘get the job done’.

4. The Democratic leader builds consensus through participation.

Democratic leaders are constantly asking ‘What do you think?’ Such leaders show high
levels of collaboration, team leadership and strong communication skills. This style of
leadership works well in developing ownership for a project, but it can make for slow
progress towards goals, until a certain amount of momentum has built up. Anyone
wishing to use this style will need to make sure that senior managers are signed up to the
process, and understand that it may take time to develop the consensus.
 5. Pace-setting leaders expect excellence and self-direction.
This style can be summed up as ‘Do as I do, now’. The Pace-setter very much leads by
example, but this type of leadership only works with a highly-competent and well-
motivated team. It can only be sustained for a while without team members flagging. Like
the Coercive leader, Pace-setters also show drive to succeed and initiative, but instead of
self-control, these are coupled with conscientiousness.

6. Commanding / Coercive leaders demand immediate obedience.

In a single phrase, this style is ‘Do what I tell you’. These leaders show initiative, self-
control, and drive to succeed. There is, of course, a time and a place for such leadership:
a battlefield is the classic example, but any crisis will need clear, calm, commanding
leadership. This style does not, however, encourage anyone else to take the initiative, and
often has a negative eAect on how people feel.

indicates whether you hold subordinates’ trust, maintain their faith

IDEALIZED
and respect, show dedication to them, appeal to their hopes and
INFLUENCE
dreams, and act as their role model.

measures the degree to which you provide a vision, use appropriate

INSPIRATIONAL
symbols and images to help others focus on their work, and try to
MOTIVATION
make others feel their work is significant.
shows the degree to which you encourage others to be creative in
INTELLECTUAL
looking at old problems in new ways, create an environment that is
STIMULATION
tolerant of seemingly extreme positions, and nurture people to
question their own values and beliefs of those of the organization.
indicates the degree to which you show interest in others’ well-
INDIVIDUALIZED
being, assign projects individually, and pay attention to those who
CONSIDERATION
seem less involved in the group.

shows the degree to which you tell others what to do in order to be

CONTINGENT
rewarded, emphasize what you expect from them, and recognize
REWARD
their accomplishments.

assesses whether you tell others the job requirements, are content
MANAGEMENT-
with standard performance, and are a believer in “if it ain’t broke,
BY-EXCEPTION
don’t fix it.”

measures whether you require little of others, are content to let

LAISSEZ-FAIRE
things ride, and let others do their own thing.
Extras related to TBL found online:

1. Leadership Styles (Just for Reference, what sir taught is given up)

• Transformational Leadership: Inspires and motivates change, fosters team

commitment.
• Transactional Leadership: Focuses on structure, rewards, and punishment.
• Servant Leadership: Prioritizes team needs, fosters a supportive environment.
• Situational Leadership: Adapts style based on team needs and circumstances.
• Autocratic vs. Democratic vs. Laissez-faire: Varies control over decision-
making, aAecting team autonomy and engagement.

Examples:
o Transformational Leadership: Steve Jobs at Apple – inspired innovation and
creativity among his team.
o Transactional Leadership: JeA Bezos at Amazon – implemented a performance-
driven culture with rewards for high achievers.
o Servant Leadership: Mahatma Gandhi – prioritized the well-being of followers,
fostering a spirit of support and community.
o Situational Leadership: Phil Jackson with the Chicago Bulls – adapted his coaching
style based on players’ needs and the game situation.
o Autocratic: Elon Musk at Tesla – made swift, unilateral decisions to drive company
vision.
o Democratic: Satya Nadella at Microsoft – encourages employee input, building an
inclusive, collaborative culture.
o Laissez-faire: Warren BuAett – gives his team at Berkshire Hathaway autonomy,
trusting them to make strategic decisions.

2. Motivation Theories

• Maslow’s Hierarchy of Needs: Shows how diAerent needs (e.g., safety,

belonging, esteem) motivate individuals.
• Herzberg’s Two-Factor Theory: Identifies hygiene factors (prevents
dissatisfaction) and motivators (enhances satisfaction).
• Self-Determination Theory: Emphasizes the importance of autonomy,
competence, and relatedness.
• Expectancy Theory: Suggests motivation depends on expected outcomes and
the perceived likelihood of achieving them.

3. Communication Styles and Techniques

• Assertive, Passive, and Aggressive Communication: Influences team

interactions and conflict resolution.
• Active Listening: Builds rapport, shows empathy, and improves understanding.
• Nonverbal Communication: Body language, tone, and eye contact convey
additional meaning.
• Feedback Methods: Techniques like the SBI (Situation-Behavior-Impact) model
ensure constructive feedback.

4. Decision-Making in Teams

• Consensus Building: Encourages team buy-in and reduces resistance.

• Groupthink: Recognizing and avoiding group pressure for conformity that stifles
diverse perspectives.
• Brainstorming and Nominal Group Technique (NGT): Structured ways to
generate and prioritize ideas.
• Decision-Making Models: Includes rational, intuitive, and bounded rationality
approaches to balance analysis and creativity.

5. Power and Influence in Leadership

• Types of Power: Legitimate, reward, coercive, referent, and expert power, and
how each aAects team dynamics.
• Influence Tactics: Persuasion, negotiation, coalition-building, and consultation
to mobilize team members.

6. Cultural Intelligence (CQ) and Diversity

• CQ Components: Cognitive, motivational, and behavioral adaptations to work in

diverse teams.
• Managing Diverse Teams: Benefits of diversity and strategies for overcoming
biases, fostering inclusivity.
• Cross-Cultural Communication: Understanding and adapting to cultural norms
in global teams.

7. Team Cohesion and Trust-Building

• Team Cohesion: Importance of shared goals, identity, and interdependence in

maintaining unity.
• Psychological Safety: Fostering an environment where team members feel safe
to take risks without fear of judgment.
• Building Trust: Through reliability, openness, and respect, essential for
collaboration and engagement.

8. Group Dynamics and Social Loafing

• Social Loafing: Tendency for individuals to exert less eAort in group tasks;
countered by accountability and recognition.
• Role Clarity: Ensuring each team member understands their responsibilities
and contributions.
• Interpersonal Relations and Group Norms: Unspoken rules that govern
behavior within teams.

9. Conflict Management Techniques

• Interest-Based Relational (IBR) Approach: Focuses on preserving relationships

while addressing issues.
• Collaborative Problem Solving: Identifying win-win solutions that satisfy all
parties.
• Negotiation Tactics: Skills like BATNA (Best Alternative to a Negotiated
Agreement) for eAective bargaining.

10. Emotional Intelligence (EQ) in Leadership

• EQ Components: Self-awareness, self-regulation, motivation, empathy, and

social skills critical to eAective leadership.
• Empathy in Leadership: Fosters understanding and strong interpersonal bonds.
• Emotional Regulation: Helps leaders remain calm and handle stress eAectively.

11. Team Performance Measurement

• KPIs (Key Performance Indicators): Relevant metrics for assessing team

progress and outcomes.
• Balanced Scorecard: A holistic approach to evaluating team performance
across financial and non-financial aspects.
• Feedback Loops: Mechanisms for continuous improvement based on
performance assessments.

12. Developing High-Performing Teams

• Characteristics of High-Performing Teams: Clear goals, eAective

communication, and a strong sense of accountability.
• Team-Building Exercises: Activities to foster trust, collaboration, and
engagement.
• Coaching and Mentorship: Leadership support to develop team skills and
potential.