Behaviour Types
Three contrasting behaviour types may be identified in interpersonal
relationships:
Aggressive
Aggressive behaviour denies that other people have rights. It may be
characterised by anger, hostility, hectoring, bullying, shouting, threatening
language and non-verbal behaviour, abuse, a wish to punish or humiliate.
Some effects of aggressive behaviour are: interpersonal conflict, subsequent
guilt, frustration, poor self-image, lost opportunities, stress, feeling of being
out of control, dislike of others, loneliness and isolation, anger. Many of these
apply to both the aggressive person and the recipient.
Passive
Passive behaviour denies one's own rights. It may be characterised by body
language (eg downcast eyes), apologetic phrases, inappropriate acceptance
of blame, and use of phrases like ‘I wonder if... ‘, ‘Could you just... ‘, ‘I wonder
if I could possibly... ‘, ‘Would you mind very much if... ‘And ‘Of course, it's
really not that important.’ The underlying belief is that other people's needs
always take precedence; self-effacement is the order of the day.
Some effects of passive behaviour are: interpersonal conflict, depression,
helplessness, poor self-image, hurting self, lost opportunities, stress, feeling
of being out of control, dislike of self and others, loneliness and isolation,
anger with self.
Assertive
Assertive behaviour acknowledges one's own rights as well as those of other
people. It may be characterised by confident body language (e.g. upright
posture, good eye contact, a steady voice), and language that clearly
articulates the speaker's needs while acknowledging that others have needs
too. Assertive behaviour enables a person to put ideas across effectively in a
confident and straightforward manner. It leaves the speaker satisfied that s/he
has been true to his/her ‘own self’ and it leaves the receiver(s) clear about the
speaker's needs yet unthreatened.
Some effects of assertive behaviour are: solves problems, good feelings
about self and others, feelings of satisfaction, is good to self and others,
creation and maximisation of opportunities, relaxed, calm, feelings of being in
control of self. As will be seen from the above, aggression and passive
behaviour patterns are counter-productive. They lead to breakdown of
communication and cause ‘side-effects’. Assertive behaviour patterns, on the
other hand, can significantly enhance interpersonal communication and group
effectiveness.
A ‘bill of rights’, which is commonly used in assertion training, is a valuable
guide to identifying both your own and other people's rights.
Leadership Styles
People will follow your lead for ONE of six reasons:
1 Position
People are submissive to your status in the hierarchy rather than to you
as a person. In awe of authority.
2 Domineering personality
They are nervous of the consequences of displeasing you; an
overbearing and distant manner; appear contemptuous of their feelings
and interests.
3 Popularity
You act in a warm and likeable way towards them. Your leadership
avoids conflict, preferring to keep people happy. Workers view you as
‘one of them’.
4 Trustworthy
You may not always give them exactly what they want but they believe
you understand them. Seen as fair, with ability to protect and support
them. Such leaders encourage others to grow in self-confidence and
self-respect.
5 Charismatic
A leader with a natural presence, a dominant personality. Others may
bask in your ‘reflected glory’. Workers may become committed to the
person rather than the cause.
6 Respected
They may not like you, but admire your integrity and character. They
may have high regard for other qualities such as professional
knowledge, competencies, etc. Above all they know where they stand
with you.
These are not necessarily mutually exclusive, but one trait would normally
dominate. They can be placed on a continuum ranging from total rigidity as
found in a domineering style and referred to as autocratic leadership to the
totally relaxed, laissé faire attitude, an extreme of the democratic leadership
style, though a true laissé faire manager really does not ‘manage’ but lets
things happen.

Attributes of Effective Teams
Appropriate leadership
The leader has the skills and desires to develop a team approach and
allocates time to team-building activities. Management of the team is seen as
a shared function. Team members other than the leader are given the
opportunity to exercise leadership when their skills are appropriate to the
needs of the team.
Suitable membership
Team members are individually qualified and contribute and complement the
mix of skills and characteristics to give a suitable balance.
Commitment to the team
Team members are committed to the aims and purposes of the team. They
are willing to devote personal energy to building the team and to supporting
their fellow team members.
Constructive climate
The team’s climate encourages people to feel relaxed, able to be direct and
open, and prepared to take risks.
Desire to achieve
The team is clear about its objectives. It sets achievable targets requiring
members to stretch. Energy is devoted primarily to the achievement of results,
and team performance is reviewed frequently so that members can find ways
to improve.
Clear corporate role
The team contributes to corporate planning and has a distinct and productive role
within the total organisation.
Effective work methods
The team has developed lively, systematic and effective ways of solving
problems.
Role clarity
Roles are clearly defined, communication patterns are well developed and
administrative procedures support the team approach.
Critique without rancour
Team and individual errors and weaknesses are examined without personal
attack to enable the members to learn from experience.
Well-developed individuals
The latent potential of team members is fulfilled by their membership in the
team. They become more outgoing and capable, and their professional
competence is enhanced as they meet new challenges with one another’s
support.

 Effective Teamwork
Effective teamwork is often the synthesis of apparently contrary forces.
1. Quality – Conflicts
It is widely thought that effective teams are harmonious and unified. Not
so. Excessive harmony can encourage intellectual dishonesty. Challenge,
openness, and veracity among team members are essential
characteristics of team effectiveness.
2. Quality – Discipline
There comes a time when teams need to do as they are told. After a
senior group has agreed a policy, implementation is mandatory; the team
has to play its part.
3. Quality – Energy
In an effective team, members gain strength from one another.
Collectively, they feel more potent and find that team activities renew their
vitality and enjoyment. The word ‘synergy’ describes this special group
energy. Synergy has been explained by a mathematically improbable, but
psychologically accurate, equation: 2 + 2 = 5. A team’s power goes
beyond the sum of its individual members.
4. Quality – Learning
Effective team members continually learn better ways of working together.
They review their experiences in order to critique both individual and team
performance. Interestingly, teams operate like organisms, in a way; they
learn regardless of who the members are.
5. Quality – Methodology
Teams are often required to solve problems and make decisions. A
shared methodology of problem solving is an essential organisational
discipline. Innovative solutions are needed: teams need genuinely to be
creative.
6. Quality – Objectives
Every team needs a purpose that is understood, shared and considered
worthwhile by its members - a mission. Teams derive their objectives from
their missions. Objectives come from both a broad team objective and
specific objectives for each team member. Teams get strength and
direction from a shared understanding of common purpose and an
understanding of how each member’s objectives contribute to the overall
achievement of the team’s broader purpose.
7. Quality – Output
The ‘acid test’ of any team is its capacity to deliver. High standards are
essential. A team is capable of achieving results (both in quality and
quantity) that individual members can’t achieve in isolation. Members’
talents create end products that are beyond individual members’
capabilities.
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8. Quality – Structure
A mature team adjusts to problems of control, leadership, procedures and
organisation. The team’s structure is tuned to the tasks undertaken.
Individual talents and contributions are harnessed. Team members with a
drive for leadership have learned to understand one another and to cope
with feelings of hostility, competitiveness, or aggression. Mature teams
are flexible, responsive, and orderly and directed.
9. Quality - Mutual Support
Members of an effective team develop a special team spirit, which
encourages mutual respect and support. Team members identify with the
team. Effective teams have an atmosphere that supports confidence
sharing, effective listening, problem solving and risk taking.
10. Quality – Team-Member Fulfilment
High performing teams offer job satisfaction to their members in more way
than through psychological rewards. Team members grow through their
team membership. Their potential is recognised, given focus and purpose
and developed.