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Team Dynamics: Team Leadership

By: HRODC Postgraduate Training Institute, A Postgraduate-Only Institution

United Kingdom

22 - 26 Jan, 2018  5 days

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GBP 5,000

By the conclusion of the specified learning and development activities of Team Dynamic: Team Leadership Course, delegates will be able to:

  • Distinguish between groups and mere aggregations
  • Suggest the difference in interpretation of groups and teams
  • Demonstrate your understanding of the social and psychological relevance of the stages of formation of a group
  • Distinguish between task forces, committees, command groups and boards
  • Apply group dynamics to organisational settings
  • Suggest ways of improving group morale, while enhancing their effectiveness
  • Demonstrate a heightened understanding of the type and permanence of the leadership of a team
  • Explain the occasions in which a situational leader is likely to emerge
  • Demonstrate a high level of understanding of a team attempts to replace a situational leader, to enhance stability, acceptability or renewed or clarified mission or objectives
  • Determine why a temporary team is likely to be more problematic to lead than a permanent team
  • Explain why a team’s disbandment might have a negative psychological effect on members and the team leader
  • Explain the bases for the feeling of  ‘togetherness’ or ‘awareness’ in an aggregation;
  • Demonstrate their understanding of the theoretical and practice bases of team dynamics
  • Explain the team typological bases
  • Distinguish between command teams, boards, committees and task forces
  • Provide examples of command teams, highlighting the situations in which a leader might belong to two command teams
  • Distinguish between temporary committees and standing committees
  • Order the team formation stages, explaining the psychological issues that beset them and relate them to organisational functioning
  • Demonstrate their ability to deal with the psychological effect of disbandment;
  • Detect dysfunctional behaviours
  • Address the salient issues associated with dysfunctional behaviours
  • Provide an individually synthesized proposal for dealing with aggressiveness
  • Indicate how they would handle blocking, effectively
  • Propose an effective way of dealing with interfering behaviour
  • Demonstrate the effectiveness of the strategy that they have devised for dealing with intra-team competition
  • Evaluate the effectiveness of their strategy for addressing situations where team members seek sympathy
  • Propose an effective remedy to ‘member withdrawal’
  • Put forward a satisfactory way of addressing ‘special pleading’
  • Demonstrate an effective ‘leader behaviour’ when dealing with dysfunctional behaviours
  • Exhibit tact in discouraging team member distracting behaviours
  • Provide examples of how a leader should encourage desirable behaviours in a team
  • Indicate the range of tangible rewards that might be utilised in a team
  • Propose suitable intangible rewards that might be applied to a team situation
  • Apply appropriate rewards and, or, punishment that are applied to a given team situation - thereby promoting team ‘functionality’
  • Demonstrate an awareness of their ‘team building and maintenance roles’ that will improve team effectiveness
  • Indicate the steps that they will take to harmonising their teams
  • Establish a basis for standard setting in their teams
  • Demonstrate their understanding of the importance of gatekeeping in team formal settings
  • Determine the optimum team size for effective functioning
  • Demonstrate their ability to manage conflict effectively, incorporating the occasions when it should be encouraged
  • Outline the steps that they will take to avert groupthink and promote team think
  • Demonstrate their understanding of the ‘risky shift syndrome’, outlining the steps that they will take to avert them
  • Demonstrate their ability to employ transactional analysis in a team context
  • Internalise the dysfunctional effect of ‘resonation’ in a team context
  • Suggest how they might employ an effective diversity management that discourages resonation
London, United Kingdom Jan 22 - 26 Jan, 2018
GBP 5,000.00 + 250.00 (VAT)(The course cost does not include living accommodation. However, delegates are treated with the following: Continuous snacks throughout the Event Days; Hot Lunch on Event Days; City Tour; Hand-outs; Stationery. We offer very attractive discount for groups)
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+44 7736147507; +44 1902 763607; +44 2071935906; +

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