LEADERS ROLES Roles Responsibilities THE FIVE TRANSITIONAL STAGES

LEADERS ROLES Roles & Responsibilities THE FIVE TRANSITIONAL STAGES OF LEADERSHIP I II IV

TRADITITIONAL SUPERVISORY MODEL ACCOUNTABILITY: • Supervisor is accountable for workers output • Supervisor sets schedules, orders material, reports performance • Supervisor directs and controls workers • Supervisor is responsible for quality and quantity of output COMMUNICATION: • Supervisor talks to individual workers, one on one • Minimal interaction between workers • One-way feedback, supervisor to worker TECHNICAL SKILLS: • Supervisor possesses technical knowledge • Supervisor solves technical problems • Supervisor makes decisions • Supervisor trains • Supervisor sometimes works SOCIAL SKILLS: • Supervisor is responsible for morale and motivation • Behavior outside a tight tolerance is punished ROLE OF WORK GROUP: • Follow the Supervisor’s direction • Comply with specific rules • Operate within a specific job description • Minimize variances • Stay busy or look busy

TEAM LEADER MODEL ACCOUNTABILITY: • Leader is accountable for performance, but does delegate some responsibility to key members • Leader is responsible for quantity and quality of output • Leader makes most decisions COMMUNICATION: • Some interaction between members • Leader shares information about the business with the team • Leader manages dynamics of member relationships • Leader solicits team members’ ideas TECHNICAL SKILLS: • Technical skills are shared between leader and members • Members become skilled in more than one area • Members provide input into technical decisions SOCIAL SKILLS: • Leader facilitates information sharing & discussions • Group norms emerge • Some diversity of ideas is encouraged ROLE OF WORK GROUP: • Comply to group standards • Help in solving material, maintenance and production problems • Members can influence work environment

TEAM COORDINATOR MODEL ACCOUNTABILITY: • Team owns their piece of the business and monitors performance • Coordinator reviews results of the team • Team is fully accountable for mutually developed goals • Leadership is shared and situational COMMUNICATION: • Highly interactive • Coordinator is occasionally used to manage group dynamics • Two-way feedback is valued TECHNICAL SKILLS: • Members are developed to manage training, safety, maintenance • Members exercise considerable judgment and discretion • Members manage specialists when needed SOCIAL SKILLS: • Members help each other become better contributors • Members appropriately challenge each other • Diversity is valued • Coordinator coaches to increase team development ROLE OF WORK GROUP: • Enroll in the culture of the organization • Contribute to the success of the plant • Continually solve variances • Coordinator manages boundaries • Coordinator focuses on long range

SELF-MANAGING MODEL ACCOUNTABILITY: • Team manages and improves value-added • Team resource is a consultant to more than one team as needed and provides specific expertise when requested • Resource provides feedback from the external environment • Team allocates resources to new business opportunities • Team manages all seven core processes COMMUNICATION: • Members highly interact with external environment (vendors, customers, corporate, consumers) • Two-way feedback is actively and frequently solicited • Continuous improvement is a way of life TECHNICAL SKILLS: • Members stay abreast of technical trends • Team possesses all the resources to maintain and improve value-added • Team monitors what future skills they may need SOCIAL SKILLS: • Team owns the social system and regulates its own behavior • Members value each other’s unique contributions • Diversity of ideas is encouraged ROLE OF WORK GROUP: • Improve the work system continuously • Members are empowered to create their future • Members transcend individual needs to the success of the business • Team focuses on what’s right for the whole