Building and Leading High Performance Teams


Course Name

Building and Leading High Performance Teams

Course Code


Number of Contact Hours

30 hours

Credit Hours

2 Credit Hour

Duration and Frequency

  • 15 sessions 
  • Each session = 2 hours
  • Frequency: daily Monday to Friday
  • Duration: 3 weeks

Mode of Delivery

  • Online/ On Campus/ Hybrid 


Professional Development – 

C – Management and Leadership


This course will blend business theory and real-world insights to teach you the skills you need to better lead people and teams within your organization. Key topics will include motivation, communication, conflict management, team dynamics, and development of a healthy organizational culture.

These “people skills” rank among the most challenging competencies for both novice and experienced leaders. This course will challenge you to understand your followers on a deeper level, as well as help you to reflect and improve on your own leadership practice.

The course will draw on knowledge from psychology, human resource management, and organizational behavior, as well as the expertise of the management faculty and the The University of Queensland. Through a series of engaging videos, interviews, written reflections, peer feedback, self-insight activities, and simulations, we unpack the ingredients that are critical for developing more effective people and higher performing teams.



This course aims at helping participants to:

  • Draw out effective performance from a team of people who have a range of skills, attitudes and cognitive/behavior styles.

  • Lead and facilitate a group of people to productively solve abstract problems.

  • Form a group of individuals into a cohesive team that shares a commitment to a common goal.

  • Create a positive, productive atmosphere within a project team.



On completion of this course, participants are expected to be able to:

  1. Identify different types of teams
  2. Build teamwork by recognizing and tapping into the twelve characteristics of an effective team
  3. Promote trust and rapport by exploring their team player style and how it impacts group dynamics
  4. Recognize the key elements that move a team from involvement to empowerment and how to give these elements to their team
  5. Develop strategies for dealing with team conflict and common situations
  6. Use action planning and analysis tools to help their team perform better

Course Outline:

Organizations Today

To begin the day, we will look at how changes in organizations have affected teams.


Types of Teams

During this session, we will define the word “team.” We will also look at some different team models, including traditional teams, task forces, and cyber teams.


Team Norms

This session will look at some of the benefits and pitfalls of teams. We will also establish some team norms: ground rules that a team can use to help them work together.



One way of looking at team development is the TORI model. Participants will experience this model through a fun exercise.


Beckhart’s Activities

Richard Beckhart said in 1972 that there are four activities a group should perform on a regular basis if they desire to grow into a team. Since researchers today still agree on these four activities, we will spend some time exploring each activity.


The Four Stages of Team Development

Every group of people, whether they are a team or just a group working together, grows and evolves. We will spend this session looking at Tuckman and Jensen’s four stages of team development: forming, storming, norming, and performing.


Parker’s Characteristics

The twelve characteristics of effective teams were developed by Glenn Parker, who has devoted his whole life’s work to studying teams. We will discuss each of them in detail through a combination of lectures, small group work, and case studies.


Glenn Parker Team Survey

During this session, participants will complete a survey constructed by Glenn Parker. This survey will help participants identify their team player style. Participants will then work in small groups to discuss the strengths and weaknesses of their style.


The Trust/Relationship Model

We will look at how trust impacts relationships through a lecture and small group work.



This session will examine two types of thinking: lateral and vertical. We will also look at how these thinking models affect creativity. 


The Six Thinking Hats

During this session, we will discuss Edward De Bono’s six thinking hats. Then, we will explore how these hats can help us in a team environment.


Team Shaping Factors

First, we will discuss the four factors that shape a team during a lecture. Then, participants will apply the knowledge to a case study.


Problem Identification

This session will demonstrate a key point of problem solving: you can’t fix it if you don’t know what is broken!


Exploration, Analysis, and Evaluation

Team problem solving needs a three-phase approach: exploration, analysis, and evaluation. We will look at this model through a combination of lectures and group work.


Other Problem-Solving Techniques

During this session, we will look at some other key problem solving tools, including the fishbone technique, the lasso, and force field analysis.


This session will look at some common problems that teams face and some recommended solutions.


Resolving Conflict

Solving conflict in a positive way is key for building a strong team. This session will look at types of conflict and tips for resolving conflict. Participants will also take part in a role play to demonstrate the concepts learned.


SWOT Analysis

Performing an analysis of the team’s strengths, weaknesses, opportunities, and threats can be a great measuring stick. We will discuss how to perform such an analysis, and then participants will work in small groups to complete a case study.


Developing Team Action Plans

To wrap up the day, we will look at some planning tools that teams can use to help them grow and improve, including improvement plans and action plans.


Course Textbook:

The Positive Leader: How Energy and Happiness Fuel Top-Performing Teams

Jan Mühlfeit

Melina Costi

Jan Mühlfeit

Melina Costi



Feedback Given to Participants in Response to Assessed Work 

  • Individual written feedback on coursework
  • Feedback discussed as part of a tutorial
  • Individual feedback on request
  • Model answers 


Developmental Feedback Generated Through Teaching Activities

  • Feedback is given at presentations and during tutorial sessions
  • Dialogue between participants and staff in tutorials and lectures


The course grade will be based on a final project presented by the participant and graded by the instructor. Participants much achieve a passing grade of 70% or more to be awarded a certificate of completion of the course.