Effective Team Leadership for Engineers
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An essential guide for engineers who are new to the role of leading a team. Packed with practical information, advice and case studies, this book not only presents you with the insights to get your team rapidly up to speed and working to their full potential, but also shows how to problem solve, and keep the team on track through turbulent times.
Inspec keywords: continuing professional development; business communication; appraisal; incentive schemes; cognition; recruitment
Other keywords: operational management; problem solving activities; motivation; recruitment; appraisal; leadership principles; continuous improvement; communication strategy; career management; performance reward
Subjects: Social and political issues; Information management; Human resource management
- Book DOI: 10.1049/PBMT025E
- Chapter DOI: 10.1049/PBMT025E
- ISBN : 9780863419546
- e-ISBN: 9781849191005
- Page count: 280
- Format: PDF
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Front Matter
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Part 1: Key principles of leadership
1 Different types of teams
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This chapter traces historically how people have moved from working in simple work groups to the creation of high performance teams in a business context in the twenty-first century. We also examine the different types of teams that you might work in and the different styles of leadership that you should adopt according to particular situations. Finally, we define the characteristics of a high-performing team.
2 Role and responsibilities of team leaders
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This chapter provides an understanding of the role and responsibilities of team leaders. It gives the team leader guidance on those things you will need to consider and get right how to control change, reduce risks, protect productivity and retain the team spirit necessary to achieve high performance and realise your team 's objectives quickly and decisively.
3 Leadership styles and required attributes
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This chapter explores the concept of leadership. It argues that leadership needs to be considered in a broader context than our normal assumption of the word. It then moves on to show how team leaders need to balance their management and leadership roles. It finally gives you the opportunity to consider your key characteristics and attributes, and how you can use these to your advantage both now and in the future.
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Part 2: Creating the environment to make it work
4 Continuous improvement
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This chapter explores the culture and environment that need to be in place for continuous improvement to flourish. It looks in very practical terms at how processes and technology should underpin your activities, and offers ten principles and a set of conditions for successful implementation.
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Part 3: Practical implementation
5 Operational management
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To start this section on practical implementation, we first look at how a team leader needs to assess the use of his/her time. We then move on to practical operational issues in terms of project management and how to run effective meetings.
6 Recruitment and induction
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This chapter reviews the key steps of the recruitment process, defining the job description and candidate requirements, assessment criteria and the interview itself. It then moves on to the induction process, examining a best-practice approach in order to ensure that the new team member fits into your team and achieves maximum performance as soon as possible.
7 The art of motivation
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In this chapter, team leadership is discussed. The behaviour of a team leader has a direct impact on his team members' performance, productivity, satisfaction and turnover. We examine the qualities of team leaders who motivate, outlining some proven techniques to inspire the team members. We also consider the team leader's individual attributes and competencies necessary to inspire the right motivation for team members to undertake a particular task or workload.
8 Giving and receiving feedback and the appraisal process
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This chapter examines the setting and monitoring of performance standards, clarifying the need to balance task and people management in your role as a team leader. It moves on to explore giving and receiving feedback as a key factor in managing performance, and how to deliver a formal appraisal process in a structured and productive way.
9 Recognition and reward and the development of your team
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This chapter continues to develop the theme of the previous chapter by reviewing the variety of ways that you might recognise, reward and develop members of your team following their appraisal. It explores the normal range of incentivised pay reward schemes, and moves on to other forms of reward - job enrichment, career development and personal skill development.
10 Team enablement/empowerment and delegation
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Team enablement/empowerment and delegation require self-discipline and altruism. These skills should exist with a great team leader. This chapter explains how your skills in leadership can promote motivation, loyalty and self-esteem from team members that in turn will lead to their self-development.
11 Problem-solving activities/quality improvement
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In our fast-changing world, finding (the time for) solutions can be challenging. Problem solving requires a 'solutions'thinking attitude. As an individual, facts and knowledge can only go so far. Tough problem solving and quality improvement requires the ability to define the true problem, analyse the possible causes, create options, select the most feasible option and then implement it. This chapter will help you enhance your skills to find sustainable solutions and learn new systematic ways to approach problem solving to reach win-win decisions by increasing your awareness of problem-solving techniques and problem-solving tools.
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Part 4: Communication strategy
12 Effective communication
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There are a variety of ways in which you communicate with your team, with others within your organisation and externally with clients and stakeholders. Communication can take the form of written words, conversations on the telephone, via new media such as email and videoconferencing or face-to-face contact. This chapter explores all these forms of communication, plus some of the barriers that can inhibit good communication from taking place.
13 Breaking down inter-team/departmental barriers
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This chapter explores the concept of the internal customer and gives a seven-step model to aid you in clarifying their needs and requirements. To be an effective team leader, you must be able to network, to influence colleagues at different levels within your organisation as well as customers outside. The chapter shows you how to create this 'web of influence' in order to gain resources, budget or simply the help you might need to finish a task.
14 Handling conflict
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As we saw in Chapter 1, Tuckman talks about the 'process of enjoining' and describes four stages of team development. Groups and teams must experience various developmental stages before they become fully productive and function as a group or team entity. Chapter 1 stated that for optimum group performance all four stages -forming, storming, norming and performing - need to be negotiated. The group must not get stuck in one phase. And this is where conflict comes in! The goal of conflict is getting to performing and growing the team. Conflict is normal. The team leader must create an environment where everyone can express themselves honestly. This chapter will help you not to get stuck in a conflict or 'storming' situation and be unable to get out of it.
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Part 5: Career management
15 Planning for the future
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So your team is created and up and running. The structure, processes and team roles and responsibilities are understood, and the team has developed to the point where you can take a more 'hands off approach. How should your own performance develop, now more of your time has been released from day-to-day operational activities, and what career progression might you be looking to explore?
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Back Matter
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