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Stage two

Once the team has begun to enjoy a significant degree of achievement the
leader can begin increasingly to introduce “social” leadership as long as
this is done without relaxing the task leadership. It is essential that the
team is not allowed to form the belief that they “have the formula for suc-
cess in all situations” or that they fail to recognize changing circum-
stances. Discipline and direction must be retained or the team will begin
to demonstrate that, given earlier success, their confidence is beginning to
outrun their competence.

Continue the above and begin to introduce:

n Team building.
n Social problem solving.
n Individual and team coaching and counselling.
n Individual and team development activities and training.
n Knowledge management.
n Culture building.
n Peer coaching.

Stage three

Over time the team actually doing the job will know more about perform-
ing the task effectively than the leader can. When this stage is reached the
leader can relax control and become a full-time social leader concentrating
on the team’s needs for:

n Job satisfaction.
n Motivation.
n Inter-team and intra-team relationships.
n Resolving conflict.
n Developing consensus.
n Encouraging creativity.
n Building empowerment within a mutually agreed framework of

norms, values and standards.
n Succession planning.
n Self-regulating learning community.

Stage four

The final stage of leadership occurs when the leader is aware that the team
can handle all of their task and social needs without requiring intervention
from the leader. At this stage the wise leader lets go of the reins and plans
the next cycle of growth by identifying new challenges for the team and

108 Key management questions