Leadership Development (HRM-0413-564)
Spring 2026.
Course Name: Leadership Development.
Course Code: HRM-0413-564
Module -11
Course Instructor: Tanvir Shahriar Rimon.
Tanvir Shahriar Rimon/Page 1|7
Leadership Development (HRM-0413-564)
Spring 2026.
Module 11: Team Leadership (TL)
1. Introduction to Team Leadership
Team leadership focuses on how leaders enable a group to achieve a common goal
effectively.
A team is:
A small number of people
With complementary skills
Committed to a common purpose
Holding themselves mutually accountable
Why Team Leadership Matters
Organizations are increasingly team-based
Complex problems require collaboration
Innovation emerges through collective intelligence
A leader’s role is not just directing—but facilitating, empowering, and aligning the team.
2. Perspectives on Team Leadership
A. Traditional Perspective
Leader is the central authority
Focus on supervision and control
Clear hierarchy
B. Contemporary Perspective
Leadership is shared
Emphasis on:
o Collaboration
o Trust
o Empowerment
C. Functional Leadership Perspective (Core Theory)
“The leader’s main job is to do whatever is necessary to help the team succeed.”
Focus is on:
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Leadership Development (HRM-0413-564)
Spring 2026.
Team needs, not leader traits
Problem-solving and facilitation
D. Distributed Leadership (Modern View)
Leadership roles shift among team members
Especially relevant in:
o Agile teams
o Startups
o Knowledge organizations
3. Team Leadership Model (Hill Model)
Developed by Susan Wheelan Hill and widely explained by Peter G. Northouse.
Core Question:
“What action should the leader take to ensure team effectiveness?”
Model Components
1. Monitor or Take Action
Leader decides:
o Continue observing
o Or intervene
2. Leadership Intervention Types
Internal Task
Internal Relational
External Environmental
4. Team Effectiveness
A team is effective when it achieves:
A. Performance
Goal accomplishment
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Leadership Development (HRM-0413-564)
Spring 2026.
High-quality outcomes
B. Development
Team growth and learning
Improved capability over time
Factors Influencing Effectiveness
1. Clear Goals
Shared understanding of purpose
2. Right Structure
Defined roles
Efficient processes
3. Competent Members
Skills + commitment
4. Unified Commitment
Trust and cohesion
5. Collaborative Climate
Open communication
Mutual respect
6. Standards of Excellence
High expectations
7. External Support
Resources, recognition, information
8. Principled Leadership
Ethical, fair, and supportive
5. Leadership Decisions in Teams
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Leadership Development (HRM-0413-564)
Spring 2026.
A leader must constantly make three critical decisions:
1. Should I Monitor or Intervene?
Not all situations need intervention
Over-control reduces autonomy
2. If Intervening, What Type?
Internal Task
Goal clarification
Structuring work
Training
Internal Relational
Managing conflict
Building trust
Coaching individuals
External Environmental
Securing resources
Managing stakeholders
Buffering team pressure
3. Timing of Intervention
Too early → dependency
Too late → failure
Effective leaders balance timing and necessity.
6. Leadership Actions
A. Internal Task Actions
Setting clear goals
Planning and organizing
Monitoring performance
Providing training
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Leadership Development (HRM-0413-564)
Spring 2026.
B. Internal Relational Actions
Building trust
Managing conflict
Encouraging participation
Enhancing commitment
C. External Actions
Networking
Advocating for the team
Securing resources
Protecting from external threats
7. Application of Team Leadership Model
In Business Organizations
Cross-functional teams
Project-based work
Innovation labs
In Real Estate / Development Context
Design teams (architects, engineers)
Construction coordination teams
PPP projects with government stakeholders
Example:
A project delay occurs:
Internal Task → Re-structure timeline
Internal Relational → Resolve conflict between teams
External → Negotiate with regulators
In Agile & Modern Teams
Leaders act as facilitators (Scrum Masters)
Emphasis on:
o Self-management
o Continuous feedback
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Leadership Development (HRM-0413-564)
Spring 2026.
8. Key Takeaways
Team leadership is dynamic and situational
Leader’s job is to:
o Diagnose problems
o Take appropriate action
Effective teams require:
o Structure + trust + support
Leadership is increasingly shared, not centralized
9. Discussion Questions
1. When should a leader avoid intervening in a team?
2. Can a team function effectively without a formal leader?
3. Which is more important: task or relationship? Why?
4. How does team leadership differ in public vs private sector projects?
5. What challenges arise in cross-functional teams?
10. Short Case Exercise
Scenario:
A design team is missing deadlines due to internal conflict and unclear roles.
What type of problem is this? (Task / Relational / External)
What action should the leader take?
Should the leader intervene immediately?
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