LEADERSHIP AND TEAM BUILDING

1.0

Define Leadership

Leadership is a process by which a person influences others to accomplish an

objective and directs the organization in a way that makes it more cohesive and
coherent. Leaders carry out this process by applying their leadership attributes
such as beliefs, values, ethics, character, knowledge and skills. Although the
position of a manager, supervisor, lead etc. gives the authority to accomplish
certain tasks and objectives in the organization, this power does not make
anyone a leader, it simply makes the boss. Leadership differs in that it makes
the followers want to achieve high goals, rather than simply bossing people
around. Leaders exist at all levels of the organization, their roles differ. Various
levels and the expectations from leaders in an organization are as below:
The CEO
Executive
Management

Set direction
Develop Strategy
Performance
Management
Supervisory
Manage the Execution
Employees
Perform day to day
activities
2.0
Leadership Competencies

Vision & Values

Mission
Objectives
Empowerment
Challenge

The very essence of leadership is that you have to have a vision. It has got to be
a vision you articulate clearly and forcefully on every occasion.
Core competencies form the foundation of leadership. Without a solid base, the
sides of the pyramid will soon crumble away.
Leadership competencies form the basic structure that separates leaders from
bosses by building the knowledge and skills required for driving the organization
towards the cutting edge of its business. Without these competencies, a leader
has a shallow base from which to work.
Professional competencies add depth to the pyramid. The main driver of these
competencies arrives from experiences and learning from these experiences.
While a person might have firm grasp on the core and leadership competencies,
it is only through trial and error, and later through reflection to increase the
depth of those experiences, that an average later grows into a good leader.
Each organization requires a different set of professional competencies for each
leadership position.

Managers are people who do things right, while leaders are people who do the
right thing.
2.1 Leadership abilities:

Displays attributes that make people glad to follow, provides a feeling of trust.
Rallies the troops and builds morale when the going gets tough.
2.2 Visioning:
Applies effort to increase productiveness in areas needing the most improvement.
Creates and set goals (visions). Senses the environment by using personal sway to
influence subordinates and peers. Gain commitment by influencing team to set
objectives and buy in on the process. Reinforces change by embracing it )(prevents
relapse into prior state).
2.3 Create and lead teams:
Develops high performance teams by establishing a spirit of cooperation and
cohesion for achieving goals.
2.4 Foster conflict resolutions (win-win):
Effectively handles disagreements and conflicts. Settles disputes by focusing on
solving the problems, without offending egos. Provides support and expertise to
other leaders with respect to managing people. Evaluates the feasibility of
alternative dispute resolution mechanisms.
2.5 Assess situations quickly and accurately:
Takes charge when the situation demands it. Make the right things happen on time.
2.6 Coach and train peers and subordinates:
Recognizes that learning happens at every opportunity (treats mistakes as learning
event). Provides performance feedback, coaching and career development to
teams and individuals to maximize their probability of success.
2.7 Implement employee involvement strategies:
Develops ownership by bringing employees in on the decision making and planning
process. Provides the means to enable employee success, while maintaining the
well being of the organization. Develops processes to engage employees in
achieving the objectives of the organization. Empower employees by giving them
the authority to get things accomplished in the most efficient and timely manner.
3.0

Leadership abilities:

Good leaders are made not born. If you have the desire and willpower, you can
become an effective leader. Good leaders develop through a never-ending process
of self-study, education, training and experience. To inspire the team into higher
levels of teamwork, there are certain things one must be, know and, do. These do
not come naturally, but are acquired through continual work and study. The best
leaders are continually working and studying to improve their leadership skills.
Leadership is a complex process by which a person influences others to accomplish
a mission, task, or objective and directs the organization in a way that makes it
more cohesive and coherent. A person carries out this process by applying his or
her leadership attributes (belief, values, ethics, character, knowledge and skills).
Although your position as a manager, supervisor, lead, etc. gives you the authority
to accomplish certain tasks and objectives in the organization, this power does not
make you a leader.. it simply makes you the boss. Leadership makes people want
to achieve high goals and objectives, while, on the other hand, bosses tell people to
accomplish a task or objective.
When a person is deciding if he respects you as a leader, he does not think about
your attributes. He observes what you do so that he can know who you really are.
He uses this observation to tell if you are an honorable and trusted leader or a self
serving tyrant who misuses his authority to look good and be promoted. Self
serving leaders are not as effective because their employees only obey them, not
follow them. They succeed in many areas because they present a good image to
their seniors at the expense of their team.
The basis of good leadership is honorable character and selfless service to your
organization. In your followers eyes, your leadership is everything you do that
effects the organizations objectives and their well being. A respected leader
concentrates on what she is (be) (beliefs and character), what she knows (job,
tasks, human nature), and what she does (implement, motivate, provide direction).
What makes a person want to follow a leader? People want to be guided by those
they respect and who have a clear sense of direction. To gain respect, they must be
ethical. A sense of direction is achieved by conveying a strong vision of the future.
4.0 Leadership framework be, know & do
If you are a leader that can be trusted, then the people around you will learn to
respect you. To be a good leader, there are things that you must be, know and do.
These fall under the leadership framework.
4.1 Be A professional. Seek responsibility and take responsibility for your actions.
Search for ways to guide your organization to new heights. And when things to
wrong, they will eventually, do not blame others. Analyze the situation, take
corrective action, and move on to the next challenge.
A professional who possesses good character traits. Develop good traits within
yourself, such as honesty, competence, candor, commitment, integrity, courage,

straightforward, imagination. Develop good character traits within your team that
will help them carry out their professional responsibilities.
4.2 Know The four factors of leadership situation.

Follower, leader, communication,

Yourself Know yourself and seek self improvement. In order to know yourself, you
have to understand your be, know and do, attributes. Seeking self improvement
means continually strengthening your attributes. This can be accomplished through
reading, self study, classes, etc.
Human nature. Know human nature and the importance of sincerely caring for your
workers.
Your job Be technically proficient. As a leader, you must know your job and have a
solid familiarity with your employees jobs,. Train your people as a team. Although
many supervisors call their organization, department, section, etc., a team; they are
not really teamsthey are just groups of people doing their jobs.
Your organization Use the full capabilities of your organization. By developing a
tem spirit, you will be able to employ your organization, department, section, etc. to
its fullest capabilities.
4.3 DO
Provide direction. Make sound and timely decisions. Use good problem solving,
decision making, and planning tools, keep your team informed. Know how to
communicate with your team, seniors and other essential people within the
organization.
Implement. Develop a sense of responsibility in your team. Ensure that tasks are
understood, supervised, and accomplished. Communication is the key to this
responsibility.
Motivate. Set the example. Be a good role model for your employees. They must
not only hear what they are expected to do, but also see. Know your team and look
out for their well being.
5.0Factors of leadership Four major factors of leadership are the follower,
leader, communication and situation:
5.1Follower: Different people require different styles of leadership. For
example, a new hire requires more supervision than an experienced
employee. A person with a poor attitude requires a different approach
than one with a high degree of motivation. You must know your team.
The fundamental starting point is having a good understanding of human
nature; needs, emotions, and motivation. You must know your employees
be, know, and do attributes.

5.2Leader: You must have a honest understanding of who you are, what you
know, and what you can do. Also, note that it is the followers, not the
leader who determines if a leader is successful. If a follower does not
trust or lacks confidence in her leader, then she will be uninspired. To be
successful you have to convince your followers, not yourself or your
superiors, that you are worthy of being followed.
5.3Communication: You lead through two way communication. Much of it
is non verbal.
For instance, when you set the example, that
communicates to your team that you would not ask them to perform
anything that you would not be willing to do. What and how you
communicate either builds or harms the relationship between you and
your employees.
5.4Situation: All situations are different. What you do in one leadership
situation will not always work in another situation. You must use your
judgment to decide the best course of action and the leadership style
needed for each situation. For example, you may need to confront a
employee for inappropriate behavior, but if the confrontation is too late or
too early, too harsh or too weak, then the results may prove ineffective.
Various forces will affect these factors. Examples of forces are your
relationship with your seniors, the skill of your team, the informal leaders
within your organization, and how your company is organized.
6.0Leadership Styles: Leadership style is the manner and approach of providing
direction, implementing plans, and motivating people. There are here different
styles of leadership autocratic, participative and free-rein. Although most
leaders use all three styles, one of them normally becomes the dominant one.
6.1Authoritarian (Autocratic): This type is used when the leader tells her
employees what she wants done and how she wants it done, without
getting the advice of her team. Some of the appropriate conditions to us
it are when you have all the information to solve the problem, you are
short on time, or your employees are well motivated. Some people think
that this style includes yelling, using demeaning language, and leading by
threats and abuse of power. This is not the authoritarian styleit is an
abusive, unprofessional style of leadership.
6.2Participative (democratic): This type of style involves the leader
including one or more employees in on the decision making process
(determining what to do and how to do it). However, the leader maintains
the final decision making authority. Using this style is not a sign of
weakness. It is a sign of strength that your employees will respect. This is
normally used when you have some of the information, and your
employees have some of the information. This allows them to become
part of the team and allows you to make a better decision.
6.3Delegative (free-rein): In this style, the leader allows the employees to
make the decision. However, the leader is still responsible for the
decisions that are made. This is used when employees are able to analyze

the situation and determine what needs to be done and how to do it. You
cannot do everything; you must set priorities and delegate certain tasks.
7.0The five points of power: A person has the potential for influencing five
points of power over another.
a) Coercive Power Power that is based on fear. A person with coercive power
can make things difficult for people. These are the persons that you want to
avoid getting angry. Employees working under coercive mangers are unlikely
to be committed, and more likely to resist the manager.
b) Reward of power Compliance achieved based on the ability to distribute
rewards that others view as valuable. Able to give special benefits or rewards
to people.
c) Legitimate power The power a person receives as a result of his or her
position in the formal hierarchy of an organization. The person has the right,
considering his or her position and your job responsibilities, to expect you to
employ with legitimate requests.
d) Expert power Influence based on special skills or knowledge. This person
earns respect by experience and knowledge. Expert power is the most
strongly and consistently related to effective employee performance.
e) Referent Power Influence based on possession by an individual or
desirable resources or personal traits. You like the person and enjoy doing
things for him or her.
7.1Power V/s Leadership:
a) Power does not require goal compatibility; instead, it focuses on
intimidation, while leadership requires goal congruence
b) Power maximizes the importance of lateral and upward influence, while
leadership focuses upon downward influence
c) Power focuses on tactics for gaining compliance, while leadership focuses
on getting answers and solutions.
8.0Team Building: It refers to he process of establishing and developing a greater
sense of collaboration and trust between team members. Interactive exercises,
team assessments, and group discussions enable groups to cultivate this greater
sense of teamwork.
8.1Characteristics of Good Team Building:
a) High level of interdependence among team members
b) Team leader has good people skills and is committed to team approach
c) Each team member is willing to contribute
d) Team develops a relaxed climate for communication
e) Team members develop a mutual trust
f) Team and individuals are prepared to take risks
g) Team is clear about goals and establishes targets
h) Team member roles are defined
i) Team members know how to examine team and individual errors without
personal attacks
j) Team has capacity to create new ideas
k) Each team member knows he can influence the team agenda
8.2Team effectiveness: When evaluating how well team members are
working together, the following statements can be used as a guide:

a) Team goals are developed through a group process of team interaction

and agreement in which each team member is willing t work toward
achieving these goals.
b) Participation is actively shown by all team members and roles are
shared to facilitate the accomplishment of tasks and feelings of group
togetherness.
c) Feedback is asked for by members and freely given as a way of
evaluating the teams performance and clarifying both feelings and
interests of the team members. When feedback is given it is done with
a desire to help the other person.
d) Team decision making involves a process that encourages active
participation by all members.
e) Leadership is distributed and shared among team members and
individuals willingly contribute their resources as needed.
f) Problem solving, discussing team issues, and critiquing team
effectiveness are encouraged by all tam members.
g) Conflict is not suppressed. Team members are allowed to express
negative feelings and confrontation within the team which is managed
and dealt with by team members. Dealing with and managing conflict
I seen as a way to improve team performance.
h) Team member resources, talents, skills, knowledge and experiences
are fully identified, recognized and used whenever appropriate.
i) Risk taking and creativity are encouraged. When mistakes are made,
they are treated as a source learning rather than reasons for
punishment.
After evaluating team performance against the above guidelines,
determine those areas in which the team members need to improve and
develop a strategy for doing so.
9.0Leader & Team building: The three vital determinants of teamwork are:a) Leader
b) Subordinates
c) The environment
These factors are interdependent. It is the leaders responsibility to make the
environment conducive to work. He studies the employees individually and
insists interest in them. By encouraging the inquisitive employees and by
prohibiting insidious elements, he creates hygienic environment.
He
inculcates the sense of collectivism in employees to work as a team. The
resultant output will then be efficiency.
9.1Leader is a representative of subordinates: He is intermediary
between the work groups and top management. They are called linking
pins by Rensis Likert. As linking pins they serve to integrate the entire
organization and the effectiveness depends on the strength of these

linking pins. Leader shows personal consideration for the employees. As

representatives they carry the voice of the subordinates to the
management.
9.2Leader is an appropriate counselor: Quite often people in the work
place need counseling to eliminate the emotional block to effective
performance. For instance, frustration that results from blocked need
drive keeps an employee derailed or the working track. It is hereby the
leader comes in, renders wise counsel, releases the employee of the
emotional tension and restores equilibrium.
9.3Uses power properly: If a leader is to effectively achieve the goal
expected of him, he must have power and authority to act in a way that
will stimulate a positive response from the workers. A leader, depending
on the situation, exercises different types of power, viz reward power and
expert power. Besides the formal basis, the informal basis of power also
have a more powerful impact on organizational effectiveness. No leader is
effective unless the subordinates obey his orders. Therefore, the leader
uses appropriate power so that subordinates willingly obey the orders and
come forward with commitment.
9.4Leader manages the time well: Time is precious and vital but often
overlooked in management. There are three dimensions of time. Boss
imposed time, system imposed time and self imposed time. That are
prominent in literature. Because the leader has thorough knowledge of
the principle for time management such as preparing time charts,
scheduling techniques, etc ., he is in a position to utilize the time
productively in the organization.
9.5Strives for effectiveness: Quite frequently the manager are workaholic
and too busy with petty things to address to major details of effectiveness.
To fill the gap, sometimes leaders throws his concerted efforts to bring
effectiveness by encouraging and nurturing team work, by better time
management and by the proper use of power. Further, leader provides
and adequate reward structure to encourage performance of employees.
Leader delegates authority where needed and invites participation where
possible to achieve the better result. He also provides the workers with
necessary resources. By communicating to workers what is expected of
them, leader brings effectiveness to organization. The above functions of
the leader are by no means comprehensive but they do suggest as to
what leaders do generally.
9.6Managing and leading: Leading and managing area not synonymous.
Realistically, effective management requires good leadership.
The
following points explain the difference between leading and managing.
9.7Relationships: Managerial behavior implies the existence of a manager
managed relationship. This relationship arises with in organizational
context. Whereas leadership can occur why where, it does not have to
originate in the organization context. For example, a mob can have a

leader but cannot have a manager. Further, in an organization, informal

group have leader but not managers.
9.8Sources of influence: Another potential difference between leader and
manager lies in their sources of influence. Authority is attached to the
managerial position in the case of a manager. Whereas a leader may not
have authority but can receive power directly from his followers. In other
words, leaders obtain authority from his followers. In rather pure terms,
this is the difference between the formal authority theory and the
acceptance theory of authority.
9.9Sanctions: A manager has command over all allocation and distributions
of sanctions.
For example, manager has control over the positive
sanctions such as promotion and awards for his task performance and
contribution to organizational objectives. Manager is also in a position to
exercises the negative sanctions such as with holding promotions, or
mistakes etc. In a sharp contrast, a leader has altogether different type of
sanctions to exercises and grant. He can grant or with hold access to
satisfying the very purpose of joining the groups social satisfactions and
related task rewards. These informal sanctions are relevant to the
individual with belongingness or ego needs; where as the organizational
sanctions granted or exercised by the managers are geared to the
physiological and security needs of individual.
9.10 Role continuance:
Another fundamental difference between
managing and leading is the role continuance. A manager may continue
in office as long as his performance is satisfactory and acceptable to the
organization. In sharp contrast, a leader maintains his position only
through the day to day wish to the followers.
9.11 Reasons for following: Though in both managing and leading
followers become involved, the reasons may be different. People follow
managers because their job description, supported by a system of rewards
and sanctions, requires them to follow. Where as people follow leader on
voluntary basis. Further, if there are no followers, leader no more exists.
But even if there are no followers, a manager may be there.
Rensis Likert( 5 August 19033 September 1981) was an American administrator and
organizational psychologist based at the U.S. Department of Agriculture until 1946, then at the
Institute for Social Research at the University of Michigan. He is best known for survey research
methods and for the Likert Scale, a psychometric scale commonly involved in research using
questionnaires. After retirement in 1970 he was an active researcher in management styles; he also
developed the linking pin model. Likert was known for his support of interdisciplinary collaborations
and emphasis on using social science research to effect positive change. [1]

Questions:
1) What is leadership?

2) What is the difference between leadership management?

3) Explain the three leadership styles (autocratic, democratic and laissez
faire) and their effects
4) What is power? What is influence?
5) What is the best leadership style?
6) What is team building?
7) List the characteristics of effective team
8) What is the purpose of team building?
9) Why you would like to choose to do team building?
10)
Identify the role of team leader in team building.
OBJECTIVE TYPE QUESTIONS
1) ..is a process by which a person influences other to accomplish
an objective and directs the organization in a way that makes it more
cohesive and coherent.
(a) Team building (b) Leadership (c) Manager (d) a & b
2) Belief is the .attributes
(a) Leadership (b) Manager (c) a&b (d) none
3) Value is the..attributes
(a) Leadership (b) Manager(c) a&b (d) none
4) Ethics is the..attributes
(a) Leadership (b) Manager(c) a&b (d) none
5) Character is theattributes (a) Leadership (b) Manager (c) a&B (d) none
6) Knowledge is the.attributes (a) Leadership (b) Manager (c) a&B
(d) none
7) Skills is sdthe..attributes (a) Leadership (b) Manager (c) a&B (d)
none
8) Power does not make anyone a.it simply makes the.. (a)
Boss, Leader (b) Leader, boss (c) a&b (d) None
9) The very essence of leadership is that (a) You have to win the competition (b)
You have to have vision (c) You have to have subordinates (d) none
10)
Managers are people: (a) who do things right (b) who do right things
(c) a&b(d) none
11)
Who do the right things (a) Leader (b) Manager (c) a&b (d) none
12)
Foster conflict resolutions is known as (a) win-win (b)winlose(c)lose-lose(d)lose-win
13)
To be good leader, there are things you must (a)Be (b)know (c)do a
professional (d) all the three (e) none
14)
Among the following which is the frame work of leadership? a)Be
(b)know (c)do a professional (d) all the three (e) none
15)
There are..major factors of leadership (a) one (b) two (c) three (d)
four
16)
There are..different styles of leadership(a) one (b) two (c) three
(d) four
17)
Autocrat is a style of (a) leadership (b) Manager (c) a&b (d) none
18)
Participative is a style of (a) leadership (b) Manager (c) a&b (d) none

19)
Free-rein is a style of (a) leadership (b) Manager (c) a&b (d) none
20)
.is a type used when the leader tells his employees what
he wants done and how he wants it done without getting the advice of his
team. (a) participative (b) Free-rein (c) Autocrat (d) Manager-boss
21)
..is a type of style in which the leader including one or
more employees in on the decision making process. (a) participative (b)
Free-rein (c) Autocrat (d) Manager-boss
22)
In the participate style.., the .maintains the final decision
making authority. (a) Employees (b) Manager (c) leader (d) none
23)
Authoritarian type is called as (a) participative (b) Free-rein (c)
Autocrat (d) Manager-boss
24)
Democratic type is also called as (a) participative (b) Free-rein (c)
Autocrat (d) Manager-boss
25)
Delegative type is also called as (a) participative (b) Free-rein (c)
Autocrat (d) Manager-boss
26)
Win-Win type is also called as (a) participative (b) foster-conflict (c)
autocrat (d) none
27)
not does not make anyone a leader it simply makes the boss
(a)Money (b) Power (c) a&b (d) None
28)
Intype, the leader allows the employees to make the decision
(a) participative (b) Free-rein (c) Autocrat (d) Manager-boss
29)
What is the type of leadership style is followed for the following
conditions
(1) When you are having all the information to solve the problem
(2) You are short on time
(3) Employees are well motivated
(a) Participative (b) Free-rein (c) Autocrat (d) Manager-boss
30) What is the type of leadership style is followed for the following conditions.
(a) When you have the some of the information and your employees have
some of the
information:
(a) Participative (b) Free-rein (c) Autocrat (d) Manager-boss
31) What is the type of leadership style is followed for the following situations?
(a) employees are able to analyze the situation (b) determine what needs to
be done and (c) how to
do it
(a ) Participative (b) Free-rein (c) Autocrat (d) Manager-boss
32) The power based on fear is called (a)Reward (b) Legitimate (c)Coercive(d)
none

33) The power which able to give special benefits or rewards is called(a)Reward (b)
Legitimate (c)a&b (d) none
34) Legitimate is the power a person (a) On fear (b) Receives award (c) receive s a
result of his/her position in the formal hierarchy of an organization (d)
None.
35) is the power, influence based on
knowledge(a)Reward power(b) Legitimate (c)a&b (d) none

special

skills

or

36) .is the power, influence based on possession by an individual or

desirable resources or personal trait. (a)Reward
power(b)Expert power (c)
Legitimate (c) none
37) .refers to the process of establishing and developing a greatest sense of
collaboration and trust between team members (a)Leadership (b) Manager (c)
Team building (d) a&b
38) There are vital determinants of team work (a) Two (b) four (c) Three (d) none
39) Inbehavior, the relationship arises within organizational context. (a)
Managerial (b) leadership (c) a&b (d) none
40) Inbehavior, the relationship not have to originate in the organization context
(a) Managerial (b) leadership (c) a&b (d) none
41) In managerial behavior (a) formal authority (b) acceptance theory of authority
(c) a&B (d) none
42) In leadership bahaviour(a ) formal authority (b) acceptance theory of
authority (c) a&B (d) none
43)..is having control over both the +ve as well as-ve sanctions (a) Leader (b)
Manager (c) a&b (d) none
44)
People follow.because their job description, supported by a system of
rewards and sanction(a) Manager (b) Leader (c) a&b (d) none
45) People followon voluntary basis(a) Manager (b) Leader (c) a&b (d) none
46) If there are no followers then (a) Manager no more exist (b) leader no more
exists (a&b (d) none
47) Even if there are followers a (a) Leader may be there (b) Manager will be
there (c) a&b (d) none
48) .is about dealing with complexity(a)
(c)Management (d) none

Manager (b) Leadership

49) Leadership is dealing with (a) the follower (b) the work (c)the change (d) a&b
50) Vision, mission and process are called (a) ambition of the organization (b)
critical team variables (c) a&b (d) none
51) Leadership competencies separate leaders from bosses by (a) Building the
knowledge (b) skills required for driving the organizations towards the cutting the
edge of its business (c) a&b (d) none
52) The major factors of leadership are (a) follower (b)leader (c)Communication (e)
all
53) The leadership style is the manner and approach of (a) providing direction (b)
implementing plans (c) motivating people (d) all
54) The styles of leadership are (a) authoritarian (b) participative (c) delegative (d)
all
55) In delegation style of leadership, the leaderthe employees to make
the decision (a) allow (b) does not allow (c) a&b (d) none
56) power is the most strongly and consistently related to effective employee
performance (a) Coercive (b) Reward (c) expert (d) none
57)..does not require goal compatibility (a) power (b) leadership (c) manager
(d) none
58) .requires goal congruence (a) power (b) leadership (c) manager (d)
none
59) Maximizes the importance of lateral and upward influence (a) power
(b) leadership (c) manager (d) none
60) ..focuses downward influence (a) power (b) leadership (c) manager (d)
none
61) ..focuses on tactics for gaining compliance (a) power (b) leadership
(c) manager (d) none
62) ..focuses on getting answers (a) power (b) leadership (c) manager (d)
none
63) .is intermediary between the work groups and top management
power (b) leadership (c) manager (d) none

(a)

64) are called linking pin by rensis likert (a) manager (b)leader
(c) a&b (d) none

65) .is about dealing with complexity (a) management (b)leader (c)
a&b (d) none
66) is about dealing with change (a) manager (b)leader (c) a&b (d) none
67) The understanding of universal inner structure of effective leaders can be used
to (a) improve own potential (b)Encourage (c) groom others to become effective
leaders (d) all
68) A person has the potential for influencingpoints of power over others (a)
five (b) six (c) seven (d) three
69) is a group of people with a high degree of interdependence
focused on the achievement of some goal of task (a) team (b) manager (c) leader
(d) done
70)may be defined as one that achieves its specific aim in the most
efficient way with the optimal utilization of resources and shortest time (a)
effective team (b) manager (c) leader (d) none
71) Say true or false : The team output is more than the aggregation of individuals
inputs (a) true (b)False
72) The vital determinant of team work are (a) leader (b) subordinate (c) the
environment (d) all