Leadership502 Session 1 Ver 1.0.2

BSBLDR502 Lead and 

manage effective workplace 

relationships

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BSBLDR502 Lead and manage effective 

workplace relationships 

Table of Contents 

1. Manage ideas and information ............................................................................................... 3 

1.1 Ensure strategies and processes are in place to communicate information associated 

with the achievement of work responsibilities to all co-workers. .............................................. 3 

What type of information exists in a workplace? .................................................................. 3 

Sources of business information ......................................................................................... 3 

Information to maximise team’s performance ...................................................................... 4 

Strategies to inform staff on expected work performance .................................................... 4 

What is a Process? ............................................................................................................. 4 

Staff Induction ..................................................................................................................... 5 

Performance Agreement. .................................................................................................... 6 

Staff Performance Appraisal Process .................................................................................. 6 

Progress reports ................................................................................................................. 7 

1.2 Develop and/or implement consultation processes to ensure that employees have the 

opportunity to contribute to issues related to their work role ................................................... 9 

1.3 Facilitate feedback to employees on outcomes of the consultation processes ............. 9 

Workplace Consultation Strategies ..................................................................................... 9 

Giving Feedback on consultation findings ..........................................................................11 

2. Establish systems to develop trust and confidence ...............................................................13 

2.1 Establish and/or implement policies to ensure that the organisation’s cultural diversity 

and ethical values are adhered to. .........................................................................................13 

Link to Leadership ..............................................................................................................14 

What is diversity? ...............................................................................................................15 

Advantages of diversity ......................................................................................................15 

Don't discriminate!..............................................................................................................15 

Employing staff fairly ..........................................................................................................16 

2.2 Adjust own interpersonal communication styles to meet the organisation’s cultural 

diversity and ethical environment and guide and support the work team in their personal 

adjustment process ...............................................................................................................17 

2.3 Gain and maintain the trust and confidence of colleagues and external contacts 

through professional conduct .................................................................................................18 

How manager’s behaviour at work makes a difference ......................................................18 

BSBLDR502 Readings Session 1 Ver 1.0.2 

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How to get cooperation at work ..........................................................................................19 

Bullying in the workplace ....................................................................................................20 

Social, ethical and business standards ..............................................................................21 

Expect that your team will do a good job ............................................................................21 

Everyone’s different ...........................................................................................................22 

Personalities ......................................................................................................................23 

My workplace .....................................................................................................................25 

Keep records .....................................................................................................................25 


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1. Manage ideas and information 

1.1 Ensure strategies and processes are in place to communicate 

information associated with the achievement of work 

responsibilities to all co-workers. 

What type of information exists in a workplace? 

Information is knowledge relating to a fact or a situation. Can be spoken, written, verbal nonverbal, 

qualitative, quantitative, formal, informal, internal, external, primary and secondary. 

Example of information commonly found in a workplace, used to manage business 

operations, plan, manage and evaluate team effectiveness may include: 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Plans 

Operational Plans & Action Plans 

Job roles and responsibilities and KPIs 

Communication Processes and plans 

Knowledge of current legislation relevant to the job tasks/position 

Current statistical data or archival data regarding previous projects etc. 

Financial reports and KPIs 

Personnel records (HR) 

Past production targets and results 

Sales records (monthly forecasts & targets achieved) 

WHS instructions. 

Annual reports 

Workplace business documents (Policies and Procedures) 

Stakeholders feedback 

Industry journals and newsletters to make better decisions and stay current 

Newspapers and magazines. 

Sources of business information 

There are many sources you will be gathering information from in the workplace. For example: 

business technology (e.g. human resources systems, accounting systems, client 

database, inventory systems, the Internet) 

conversations at morning tea or lunch 

meetings 

staff records (leave records, performance management records, payroll) 

annual reports 


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project plans 

operational plans 

workplace documents (emails, minutes of meetings, short reports) 

customer feedback (surveys, suggestions, complaints) 

supplier feedback 

industry journals and newsletters 

books 

training programs 

union meetings 

newspapers and magazines 

Information to maximise team’s performance 

In order to maximise team’s performance you should identify and monitor the information that 

will measure team member’s performance (achievement of work responsibilities). This 

information may include: 

 

 

 

 

Performance Indicators 

Performance feedback 

Job Progress Report 

Current statistics or archival data on workers performance 

Strategies to inform staff on expected work performance 

Below there is a list of strategies you can use to communicate performance expectations to your 

employees. By effective communication of the work requirements you ensuring team members 

achieve their work objectives/responsibilities. 

Policies and procedures, such as: 

• Staff Induction Process (to inform of/clarify Job Responsibilities) 

• Performance Agreements (to agree on Objectives, set KPIs and review 

dates) 

• Staff Performance Appraisal Process (to discuss KPIs and review 

Performance Agreements) 

• WHS Processes 

• Job Progress Report review (to review progress and identify any areas need 

immediate attention) 

What is a Process? 

 

What is a Process? 


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Five Steps to Creating Standard Operating Procedures 

Staff Induction 

It is vital for managers to take the induction process seriously. Induction is the first impression 

your new employee will get of your organisation and can make or break their commitment to 

your department. As a manager, you need to ensure the process is professional, organised and 

valuable. On many occasions it will be the manager that will be conducting the induction. 

An induction pack must be provided to the new employee either during the Induction Process. It 

will give them a better understanding of the company and include: 

a current organisation chart listing the current roles and employees' names 

copy of the company Human Resources manual 

copy of their job description 

copies of any marketing materials - brochures etc. 

staff telephone list 

a safety induction including evacuation procedures 

security access 

Please review Staff induction programs and Fair Work website for more detail information on the 

Induction Process. 

Review Step 11 Induction on the NSW Industrial Relations website 

There are legal requirements that guide employer on the way the induction processes are 

conducted. Please review Fair Work Hiring Employees (ONBOARD section only) online module 

to learn more on the Induction Processes. Also, read the Guide to hiring new employees and 

the Guide to starting a new job in which you can find hints on how to organise an effective 

Induction Process (focus only on the Induction part of these readings). 

Further readings: 

The induction process 

Job Description 

Once you have defined each person's roles and responsibilities, you can record this in a "job 

description". This can be as formal or informal as you prefer, however it is important to record 

the key information. Job descriptions provide the opportunity to clearly communicate each 

individual's roles and responsibilities and also serve as a way to measure performance by 

setting KPI's (Key Performance Indicators) against the tasks or requirements. 

Visit Business Victoria to see a sample job description. 

With the role of each individual in the organisation defined, you can also create an organisation 

chart. This chart is a tool that helps to define the inter-relationships between all departments, 


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divisions, teams and people. It defines reporting structures and lines of authority and 

responsibility, providing a picture of how the organisation functions. 

Failing to define workplace roles and responsibilities can create tension, miscommunication and 

inefficiency within your business. People may be unsure as to what jobs are their own and who 

they are required to report to. Mistakes and omissions can also occur where people are unsure 

of what is required of them, therefore creating inefficiencies which cost time and money. 

Source: http://toolkit.smallbiz.nsw.gov.au/part/4/17/79 

More information on Job Description & KPIs: 

Creating a job description 

Key Performance Indicators (KPIs) for your staff 

What is a Key Performance Indicator (KPI)? 

The Basics of Key Performance Indicators (KPI) 

Performance Agreement. 

In order to effectively manage your staff, it is important to provide staff with a clear definition and 

understanding of their role, function, and responsibilities in the workplace. This will provide team 

members with a good understanding of the job and tasks they are to perform as an individual 

and within any teams they are a part of. It also provides information on where the team fits 

within the organisation and who they report to, helping to avoid disputes and misunderstandings 

over authority. 

Typical Performance Plan includes: 

Employee details 

Performance Goals 

Learning and Development Plan 

Signatures 

Review Fair Work HR Toolbox on Hiring employees to access sample template for Performance 

Agreement 

Further readings: 

Performance Agreements 

Examples of Performance Criteria (Required Outcomes) 

Staff Performance Appraisal Process 

Staff performance reviews help you recognise and value your team members, clarify their roles 

and identify training and development needs. Performance reviews also help you create a 

culture of open communication in your business. 


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The results of performance reviews can help you make decisions about salary increases and 

pay grading - allowing you to improve budget forecasts for the coming financial year. 

You find out who is doing their job 

You can use performance reviews to find out if your staff are meeting the expectations of their 

job descriptions and: 

 

 

 

reward staff who are bringing value to your business. Workplace relationships will prosper in 

a culture that recognises achievement and values accountability. 

use review processes to evaluate performance and behavioural issues and take steps to 

address them. Identify training and development needs and help staff plan their career 

development. 

set targets for staff performance that help you address inferior performance and reward 

effectiveness. 

You can clarify roles 

Performance reviews allow you to define the roles and responsibilities of your staff and help 

them to reflect, consolidate, plan and review their work performance. Review discussions are a 

chance to ensure each staff member knows how they contribute to your business and its aims. 

Look for opportunities to better align your staff roles with the emerging directions of your 

business. 

You can promote open communication 

By talking to staff about their performance, you can promote a culture of open communication, 

discuss any weaknesses or problems your staff have and help them find solutions. Create 

discussions that help you ensure you're taking care of your staff and giving them the best 

chance of developing, achieving and rising in their roles. 

Involving your management team in developing and implementing your performance review 

process is essential to creating a positive culture of feedback and improvement. This process 

will also help motivate your team and build their understanding of, and commitment to, your 

business. 

Source: https://www.business.qld.gov.au/business/employing/staff-development/staff-performance-reviews/performance-review-benefits 

Progress reports 

Progress reporting is a key activity of project management. The project manager issues regular 

reports of progress against budget, schedule and scope. 

Anyone reading the report must be made fully aware of progress and know when their help is 

needed to keep the project on track. 

Keeping people updated ensures they remain involved and committed. Regular communication 

is essential to the well-being of any project. Common failings in this area are: 


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Poor communication channels 

Lack of honest communication 

Unwillingness to communicate bad news 

Not asking for help when it's needed 

Regular progress reporting creates a valuable written record of a projects' life. Later you can 

look back and decide how to improve the running of future projects. 

Source: https://www.projectsmart.co.uk/progress-reporting.php 


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1.2 Develop and/or implement consultation processes to ensure that 

employees have the opportunity to contribute to issues related 

to their work role 

1.3 Facilitate feedback to employees on outcomes of the 

consultation processes 

Leaders need to actively encourage their staff to put forward new ideas, provide comments, 

show initiative and raise concerns related to their work. You should foster a comfortable and 

non-threatening atmosphere in which employees share ideas, tips, work strategies and new 

information 

Best practice is about developing and implementing effective consultation mechanisms which 

encourage cooperation and engagement of employees and management. In some instances, 

consultation is not a choice, but required by law (NSW WHS Act 2011 or FiarWork At 2009). 

There are significant benefits associated with implementing and maintaining a culture of 

consultation and cooperation in the workplace. Businesses working to best practice recognise 

the benefits of regularly seeking opinions and views from employees, whether that be through 

consultation with individuals, groups or unions, or a mixture of all three. 

This is because employee awareness of, and involvement in, decision-making regularly leads 

to: 

 

 

 

 

 

 

more productive workplaces as a result of greater cooperation and collaboration better 

more informed decision making and successful implementation of ideas 

attraction and retention of skilled and positive staff 

workplaces that are better able to cope with change 

minimisation of employer/employee disputes 

minimisation of employee claims against the employer. 

All modern awards contain consultation provisions, and the Fair Work Act 2009 (FW Act) 

requires that consultation provisions are set out in all enterprise agreements. In addition, the FW 

Act requires employers to consult with employees in other situations, whether or not a modern 

award or enterprise agreement applies. 

• Regular staff meetings 

Workplace Consultation Strategies 

• Establishment of employer/employee (and employee representative) committees 

• Regular Staff Performance Reviews 

• Having Strategic Planning Days 

• Having Team Decision Making 

• Offer Surveys/Questionnaires 


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• Brainstorming sessions 

• Informal talks 

• Suggestion box 

• Online Forums on particular topics (ie WHS) 

Consulting may help with: 

• Clarifying job tasks 

• Solving/avoiding conflicts at early stage 

• Identify possible job related issues before they become bigger problems 

• Increase innovation 

• Increase job satisfaction 

• Better decision making 

• Motivate and retain staff 

• Support 

Source: https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/consultation-and-cooperation-inthe-workplace 

Consulting Process 

Agreed consultation procedures should include: 

• the matters an employer must consult about 

• who will be consulted 

• the ways consultation will occur 

• how information will be shared with workers 

• what opportunities will be provided for workers to give their views on proposed 

matters, as well as how feedback will be given to workers 

• how consultation will occur with any workers who have special language and literacy 

needs 

• timelines for reviewing the procedure 

• The procedure could also include what practical assistance will be provided to 

workers to facilitate the consultation process. For example, opportunities may be 

made available for affected workers to come together to consider the information that 

has been provided, to discuss the issues and form their views. 


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‘Consultation alone will not promote trust, unless it is acted upon. The team needs to 

see that their manager can “walk the walk” rather than just “talk the talk”. Therefore, 

you should give the team feedback as to the outcomes of the consultation 

processes. This also applies when you consult with others outside the team on 

matters that will affect the team. 

Consider a situation where the manager calls a team meeting to discuss re-allocation 

of duties. The team provides advice and hears nothing further about the outcome. 

Later, duties are reallocated in a way that was not recommended. In this situation, 

the manager has done more harm than good by holding the team meeting. The 

team now believes the manager does not value their opinions and was just paying lip 

service to the consultation process.’ 

Source: Adapted from Sandy Welton BSBLDR502 V1 2015 

• Consultation procedures should be recorded and communicated to workers, and 

should be monitored and reviewed to ensure they continue to be effective. The 

employer should consult with the workers and on the nature and timing of these 

reviews. 

For more information on setting up an effective workplace consultation process please 

download and review the Best practice Guide Consultation & cooperation in the workplace from 

Fair Workplace Australia. Also, visit FairWork website where you can download the guide and 

learn more on the Consultation Process. 

In addition, the following documents will help you in understanding the benefits of consultation 

and how to prepare an effective Consultation Process for a business. 

 

 

 

 

 

Consultation with employees - why, what and when? 

How to create an effective stakeholder engagement strategy 

Communicating and consulting with your team 

WHS obligations and consulting processes 

SafeWork NSW and WHS consultation 

Giving Feedback on consultation findings 

Giving positive feedback for a job well done is an easy and enjoyable task. The difficulty comes 

with giving negative feedback and having it accepted as constructive criticism. 

Some suggestions are: 

ties. 


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Relate your discussion to the actual behaviour which constitutes the problem. Avoid being 

drawn into discussion about attitudes. Remember that the person’s attitude is secondary and 

irrelevant. Their attitude may have caused the behaviour but it is the behaviour which needs to 

be corrected. 

Rather than emphasise the past, concentrate on the future. Lead the individual to give an 

undertaking of how they will act in the future. 

A staff member may believe that improvement is out of their control for external reasons. Take 

the time and pay attention so as to ensure that you understand their point of view and concerns. 

The words you say may not be understood in the way you intended. Ask questions to confirm 

that you understand what the person is saying. Avoid closed questions which lead to a yes or 

no response. The question, “do you understand?” can be answered “yes” regardless of whether 

there was understanding. 

Remember to monitor the situation after the discussion and give positive reinforcement when a 

person changes their behaviour. This will confirm that you value the person and that you have 

noticed the change in their behaviour. Failure to follow up may well cause the problem to resurface. 

Rewarding effort 

As well as providing feedback to overcome problems, a manager needs to balance this with 

positive feedback to encourage, value and reward individual and team efforts and contributions. 

In order for a team to function at optimum efficiency they need a high level of trust in their 

manager. They need to know that the manager notices what they are doing and values their 

contribution. 

For instance, in a situation where a team member has made a mistake but then makes a 

supreme effort to correct it their effort needs to be valued and acknowledged by the manager. If 

the manager only notices the mistake and fails to notice the extra effort, the team member will 

feel a sense of injustice. 

Source: Adapted from Sandy Welton BSBLDR502 V1 2015 


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2. Establish systems to develop trust and confidence 

2.1 Establish and/or implement policies to ensure that the 

organisation’s cultural diversity and ethical values are adhered 

to. 

Diversity - Feature of a mixed workforce that provides a 

wide range of abilities, experience, knowledge, and strengths due to its heterogeneity in age, 

background, ethnicity, physical abilities, political and religious beliefs, sex, and other attributes. 

Ethics - The basic concepts and fundamental principles of decent human conduct. 

Source: http://www.businessdictionary.com/ 

The word ethics has to do with good or doing the right thing. An ethical decision is the kind of 

decision that has to do with making a good choice. When people talk about values, they are 

often referring to ethical values—the kind of values that have to do with being good or doing the 

right thing. 

Source: http://www.globalethics.org/documents/eds35activity.pdf 

Ethics is based on a set of moral and ethical values. “These values help establish and maintain 

the standards that define the "right" things to do and the things "worth doing" (Jansen and Von 

Glinow 1985). 1 

Recent work suggests that the unique values shared by organizational members may explain 

the superior and sustained performance of some corporations (Barney 1986; Bonoma 1984; 

Deal and Kennedy 1982; Leontiades 1983). To paraphrase Schein (1985), corporate values, as 

a major dimension of corporate culture, define the standards that guide the external adaptation 

and internal integration of organizations. Corporate values influence organizations' product and 

service quality, advertising content, pricing policies, treatment of employees, and relationships 

with customers, suppliers, communities, and the environment” 

Source: http://sdh.ba.ttu.edu/JM89%20-%20Corporate%20Ethical%20Values.pdf 

Ethics is based on a set of moral and ethical values. These values must be absolute - that is, 

you must take them seriously enough to override any human rationalization, weakness, ego, or 

personal faults. When all else fails, you will always look back to these core values to guide you. 

Unfortunately, life is not that easy and there's always disagreement about what values should 

reign supreme. 

Luckily, in the world of business ethics, your employer helps you. In a nutshell, their values are 

your values (in the context of work). Your freedom to choose your own ethical values is 

somewhat limited. Considering the rash of corporate scandals these days, the thought of 

following the corporation's values might not be too comforting. Problem is, however, not in the 


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wrong values but the luck of properly defined and adhering to organisation’s values. 

Look behind successful, honest businesses and you will see a set of values that have stood the 

test of time. Think about how these values are communicated in your organization and what you 

can do to support them. 

Source: http://www.globalethicsuniversity.com/articles/valuesforsuccess.htm 

Hewlett Packard demonstrated its commitment to ethical integrity under the leadership of Carly 

Fiorina. The former CEO of Hewlett-Packard said of her six-year tenure, “Some of the most 

important choices I ever made were firing people who weren't conducting themselves with 

integrity” (Weil, 2007). In contrast, R. J. Reynolds Tobacco Company was caught covering up 

knowledge about the addictiveness of nicotine. Tolerating bad behavior to improve the bottom 

line and justifying it as “not really illegal” creates a climate that ultimately becomes corrosive. 

Source: http://www.regent.edu/acad/global/publications/lao/issue_11/brimmer.htm 

Link to Leadership 

Leadership has an important role in creating an organizational reality around values and ethics. 

In this respect, it truly starts at the top and includes the CEO, board and/or owners. Leaders’ 

internalization and demonstration of the values in how they operate can have a powerful 

influence on others. In a 2005 study conducted by the Aspen Institute and Booz Allen Hamilton, 

85% of the respondents said their companies rely on explicit CEO support to reinforce values, 

and 77% said it was one of the most effective practices for reinforcing a company’s ability to act 

on its values. 

Leaders are responsible for setting the standards, articulating them, holding others accountable, 

and keeping their personal actions above reproach. 

Source: http://diversitymbamagazine.com/ethics-and-values-in-leadership-an-organizational-profile 

Workplace documents used to inform of the 

Organisation’s ethical values may include: 

Other document relevant to managing 

behaviour in a workplace may include: 

Code of Conduct/Code of Ethics 

Core Values Statement 

Corporate Ethics Policy 

Vision and Mission Statement 

Staff Performance Policy 

Staff Disciplinary policy 

Staff Grievance Policy 

Dress Code 

Anti-Discrimination & EEO Policy 

WHS Policy 


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What is diversity? 

Diversity in the workplace means having employees from a wide range of backgrounds. 

This can include having employees of different ages, gender, ethnicity, physical ability, sexual 

orientation, religious belief, work experience, educational background, and so on. 

Advantages of diversity 

If you have a diverse workplace in your business, you can benefit from the different talents, 

experiences and perspectives of your employees. Find out more about the advantages of 

employing: 

 

 

 

 

 

 

 

 

mature aged workers 

young people 

people with disability 

women in the workplace 

apprentices and trainees 

people from overseas 

Indigenous Australians 

people from culturally and linguistically diverse backgrounds. 

Don't discriminate! 

It’s unlawful to disadvantage employees and job seekers in any way because of their: 

race 

colour 

gender 

sexual preference 

age 

physical or mental disability 

marital status 

family or carer’s responsibilities 

pregnancy 

religion 

political opinion 

national extraction 

social origin. 

To make sure you have a discrimination-free workplace, and you understand your rights and 

responsibilities as an employer, check out equal employment opportunity & anti-discrimination. 


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Employing staff fairly 

The Australian Human Rights Commission offers best practice guidelines for recruitment and 

selection to help you recruit in a fair and discrimination-free way. 

For more information please read Manage-Diverse-Inclusive-Workplace. 


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2.2 Adjust own interpersonal communication styles to meet the 

organisation’s cultural diversity and ethical environment and guide 

and support the work team in their personal adjustment process 

Tips on adjusting own interpersonal communication styles to meet the organisation’s cultural 

diversity and ethical environment 


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2.3 Gain and maintain the trust and confidence of colleagues and 

external contacts through professional conduct 

As a team leader, you need to have good working relationships with the people around you. 

What does that mean? Usually, the people we work well with are ones who we trust, and who 

we have confidence in. This Content guide contains information, resources and activities to help 

you: 

 

 

 

deal with people openly and fairly 

identify different interpersonal styles 

keep records about things that you and your team have agreed to do. 

How manager’s behaviour at work makes a difference 

The way managers, their employees and co-workers behave has a big impact on an 

organisation. When people behave in a positive, honest and encouraging way, those around 

them will usually do the same. An organisation made up of positive people will be more 

successful. On the other hand, people who behave in a negative way can have a negative 

impact on both their relationships at work and on the organisation. 

The people who create effective working relationships within organisations are often: 

 

 

 

 

 

 

 

trusting 

supportive 

self-aware 

confident 

open 

committed 

tolerant. 

They have knowledge about: 

 

 

 

 

 

how the organisation works 

people’s differences 

how to resolve conflict 

how to motivate other people 

how learning and communication happen. 

They are able to: 


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set and achieve goals 

evaluate their own performance 

evaluate their team members’ performance 

clarify people’s roles in a team 

manage individual differences 

communicate effectively with other people. 

My workplace 

1. How do you rate yourself against this list? Are there areas where you think you could 

improve? 

Answer: 

How to get cooperation at work 

To gain the cooperation of those around you, you need to make a strong case for what you 

need, while maintaining the respect and value of your co-workers. 

Here are some tips on how to get the cooperation of others at work: 

 

 

 

 

 

 

 

 

 

 

say why you’d like to do something as well as what you’d like to do (or what you want 

done) 

commit to stay in the communication process until all outcomes are reached 

be patient with the process and the person 

practise gentleness, not harshness, hardness or forcefulness 

operate with the assumption that you do not have all the answers or insights 

value different viewpoints, judgments and experiences 

accept viewpoints without making judgments 

give the benefit of the doubt 

be kind, sensitive and caring, remembering the little things (which are big things) in 

relationships 

get accurate information 


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be consistent, so that your leadership style is not a ‘manipulative’ technique that you 

bring into play when you don’t get your own way, are faced with a crisis or challenge, or 

are feeling trapped 

demonstrate ‘integrity’, honestly matching words and feelings with thoughts and actions. 

Further readings on Empathy and Respect (including strategies for good Leadership) 

 

 

 

 

 

Empathy and Leadership 

What's Empathy Got to Do With It? 

5 Ways Leaders Earn Respect From Their Employees 

Respect and Leadership go together. 

Why Respect is the Cornerstone of Effective Leadership 

Also, read Chapter 10 Understanding Motivation Engagement and Retention’ in Cole, K 

(2016) Management Theory & Practice, 6 Edition. Look for the heading 'Motivating and 

engaging your employees'. What are some practical tips that you could use to motivate your 

team? 

Bullying in the workplace 

You may think of bullying as something only happens in the school playground. Unfortunately it 

happens in workplaces as well. Workplace bullying is any ongoing behaviour that is directed at 

a person, or a group, that creates a risk to mental or physical health and safety. 

The harm that workplace bullying can cause is recognised by WorkCover authorities around the 

country. For example, WorkSafe Victoria (2000) lists these things that constitute workplace 

bullying: 

 

 

 

 

 

 

 

 

 

 

practical jokes 

being sworn at 

being insulted 

being excessively supervised 

being constantly criticised 

being put down in public 

being the victim of rumours 

being overloaded with work or not given enough work to do 

not getting the information you need to do your job 

your personal effects or work equipment being damaged 


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being threatened with the sack 

Never bully your staff. Never allow your staff to bully each other. 

Social, ethical and business standards 

The things we’ve talked about so far are standards for how we behave at work. It is a very 

important part of your job as a team leader to be clear about your organisation’s social, ethical 

and business standards. You should practise these standards in your day-to-day actions, and 

you should expect your staff to follow your example. 

Organisations often state their standards in a ‘code of conduct’, or you may be able to infer 

them from a vision or mission statement, or from departmental goals. 

My workplace 

2. What are the social, ethical and business standards expected of employees in your 

organisation? 

Answer: 

Expect that your team will do a good job 

Researchers have commented that if someone has faith in your abilities, then you will achieve 

your goals, and that if people are negative about you, then your ability to achieve will suffer. 

This is because we all respond well to positive feedback. 

As a team leader, you must show confidence in your staff. If you expect them to do a bad job, 

they probably will. Speak to your team in a positive way and watch their confidence grow. 

People who work in organisations want — and need — an environment of support, trust and 

belonging. Your behaviour and how you speak set the tone and establish the climate in which 

people will succeed — or fail. As a team leader, it is your responsibility to create this positive 

climate. When you trust your staff, they feel good about themselves and their abilities, and will 

succeed in achieving their goals. 

You must also trust yourself enough to take risks and to hold others accountable. And you 

must trust others enough to get behind them 100% and help them get back on track when 

they falter. Trust is the basis for committed partnerships. 

People want to feel valued in the workplace, and by trusting in them, you can help them improve 

their performance at work, and contribute more to the organisation. Ask yourself whether you 


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trust people to do their best, or whether they have to prove themselves before you believe in 

their abilities. 

There is a world of difference between these approaches. 'Earn my trust' sends a message 

that a person must win your approval. This approach might sound positive, but it’s full of ‘if’ 

messages. Consider this example from a team leader: 

'I’d like you to take on this project. See if you can get people to contribute. I doubt 

whether you can get everyone involved, but give it a try.' 

This approach is not really effective because it carries a subtle message that actually says ‘I 

don’t think you can do this’. The words express doubt: ‘See if you can…’ and ‘I doubt whether 

you can…' 

The leader is either pessimistic about the project or just doesn’t believe that the person is 

capable of fulfilling the task. A good leader should express support, belief and confidence in the 

person. 

When you trust your staff by communicating positive expectations, you are ensuring that they 

will perform at their highest possible level. People want to be trusted and congratulated on a job 

well done. If you keep have a positive outlook, you will help your team to succeed. Remember 

that it’s your job to set your staff up to succeed! 

Look at this example from another team leader: 

'This project is perfect for you. Use your great people skills to bring people on board. I 

know you can do this.' 

This message works because the team leader is reinforcing the ability of the person to succeed 

in the project. If the person doubts his or her own capability, the confidence and belief of the 

leader will help him or her over this hurdle. Positive expectations and ‘you have my trust’ 

messages from leaders can move a person from mediocre to outstanding performance. 

My workplace 

3. Think of a good leader who you know. It may be someone outside of work. How does 

that person encourage people to do a good job? 

Answer: 

Everyone’s different 

Think about the mix of personalities in your work team. There are probably some shy people, 

and some who are quite confident. Do some of your team think carefully about what they say, 


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while others freely show their emotions? There will be differences in any group of people. 

Accepting these differences, and not playing favourites, will help you to communicate 

better and avoid communication breakdowns. 

My workplace 

4. Think about the different people who you work with. Do they offer different things to your 

team? List the different ways that they contribute. 

Answer: 

Personalities 

We often think of people we know as having very different personalities — and the way we 

interact with different people will often depend on their personality and ours. 

A tool called the Myers-Briggs Type Indicator® is based on this idea. People answer a series 

of questions and a consultant helps them come to a better understanding of their own 

'personality type'. People can then focus on how to use this information to improve the way they 

interact with the people around them. 

We're not suggesting that you take this test, but you may find it interesting to have a quick look 

at the 'personality types' it describes. 

 

 

This will help you to appreciate the vast range of personalities you are dealing with as a 

team leader, and the different thing people bring to a team. 

It can also help you to think about your own personal style, and how you may need to 

adapt it to different situations that come up. 

Myers-Briggs uses personality-level descriptions: 

 

 

 

 

extrovert/introvert 

sensors/intuition 

thinking/feeling 

judgment/perception. 

Where do you fit in with these descriptions? Where do the people around you fit in? 

Extrovert/introvert 

What does an extrovert personality mean? An extrovert: 

 

has an outgoing personality 


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is a live wire 

is assertive 

is gregarious (sociable, expressive). 

Extroverts like variety and action. They will often act quickly, sometimes without thinking. They 

are friendly and easy to get to know. They often seek out the company of others to talk things 

through. 

What does an introvert personality mean? An introvert is: 

 

 

 

a shy person 

a quiet achiever 

a loner. 

Introverts like quiet concentration, think before acting and are reserved and hard to get to know. 

They can be seen to be withdrawn and will choose to spend time alone. 

Where do you think you fit in? What about the people you work with? 

Sensing/intuition 

Sensors are usually well organised, good at getting things started and converting ideas into 

action. 

Intuitors like to imagine possibilities. They are good at generating ideas and creating the big 

picture, but they tend to overlook details. Their hunches, or intuition, are often correct. 

Are you a sensor or an intuitor? What about the people you work with? 

Thinking/feeling 

Thinkers like to consider think things through before acting. They: 

 

 

 

put things in logical order and predict logical outcomes of choice 

are tough minded and are prone to upsetting others, without being aware of what they 

have done 

can be perceived as arrogant or cold. 

Thinkers are methodical. They enjoy analysing problems and are best working with facts and 

figures. 

Feelers are more in tune with what others are feeling. They: 

 

 

 

like harmony and see things according to their personal values and gut reactions 

are warm and outgoing 

work best in groups because they are perceptive about people’s moods, feelings and 

reactions 


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` 



 

dislike telling people unpleasant things. 

Are you a thinker or a feeler? What about your staff, your boss, your clients? 

Judgment/perception 

Judges work best when: 

 

 

 

following a plan 

they can see they will get things settled and finished 

they are coordinating tasks and meeting deadlines. 

However, judges are often seen as rigid and inflexible. 

Perceptors are people who: 

 

 

 

enjoy flexibility in their work and are curious about everything 

adapt well to changing circumstances — although they may procrastinate they can get 

things done quickly 

can also be seen as disorganised and purposeless in their approach to tasks. 

There are no ‘good’ or ‘bad’ personalities. The point of talking about personality types is to 

improve relationships with people. If you are aware of what personality types your team 

members are, you are in a better position to communicate with them effectively. 

My workplace 

5. Think about your own interpersonal style. You'll probably find that you see a bit of yourself in 

more than just one of the descriptions above. 

How can you adapt your interpersonal style for different situations that come up at work? Or for 

different people that you deal with? 

Answer: 

Keep records 

While you must learn to trust people, it is also important that your team trusts you! People won’t 

trust you if you don’t follow through on your promises. But when things are busy it’s easy to 

forget details. Keeping records will help you to know what has happened in the workplace. You 

will know what you’ve agreed to do, and what your staff have agreed to do. 

Some benefits of keeping records are: 

 

you have a record of any actions you need to follow up, so you don't forget 


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` 



 

 

you have a record of what occurred and what you promised to do (important for your 

own credibility) 

you can refer back to your records, if a dispute arises. 

Keeping records is also a good way for you to review your day-to-day work as a team leader. 

Reviewing your work will help you to learn from experience. 

The sorts of things you can record are: 

 

 

 

 

 

 

 

 

valuable information that you may need 

the key points and outcomes of your own team meetings 

the key points and outcomes of other meetings you attend 

action plans for your work team, and outcomes 

what went well, and what didn’t, in an activity 

ideas on how issues could be tackled in future, either to maintain success or to improve 

a weakness 

feasible ideas that are worth looking at further 

work activities and results for each team member. 

Here is a team leader’s record of a discussion with a team member about a performance issue: 

Date/time 

Meeting 

purpose 

Present 

Summary 

3 rd February 

Find out why Sean is having trouble getting his work done 

Sean, me 

Gave examples to Sean of when I’d seen him switching from 

task to task, not completing anything. 

Explained importance of these tasks and the effect of him not 

completing them. 

Sean agreed there was a problem; said he panics when he 

thinks there’s a lot of work to do, and he loses track of what 

he’s doing; his way of coping is to start the next job so he can 

feel he’s getting somewhere. 

We talked about this for a while and we came up with 

strategies to help him focus on the task at hand. 

Sean said he was aware of falling behind in his work and that 

really stressed him out even more, and he was grateful that I 

was taking an interest in him, and helping him. 


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Outcomes 

Next 

meeting 

Sean agreed to write a list of the things he has to do — as 

soon as he starts work and after he comes back from his 

break. 

He will tick off each task as he finishes it, and keep these lists 

for himself — so he can see his own progress — and to show 

me at the end of each shift. 

We will talk again this time next week to see if the strategies 

are helping. 

Keeping records does not have to be time-consuming activity. In 15–20 minutes you can 

set up a simple file system to record information and outcomes. 

Keeping records when managing staff performance is a must. Here are some tips on what you 

can record: 

 

 

 

 

 

 

 

What is the issue? 

What is the organisational standard regarding the issue? 

Previous training records of the employee. 

Feedback from the employee. 

Action plan to address the poor performance. 

Ongoing support to the employee. 

Review of the employee’s performance. 

You have no 'come back' when managing performance if you do not keep accurate and clear 

records. If the performance of the employee remains poor, even after you have set up support 

processes, then at least you have a detailed account of what happened, and the action taken, if 

it ends badly. 

Keeping records also protects you. If an employee states that they were unaware of what the 

action plan was, and you cannot support this with accurate record keeping, then it could reflect 

badly on you as the employee’s supervisor. 

Record keeping is also an ongoing mechanism that allows you to reflect, learn and develop your 

skills as a team leader or supervisor 

My workplace 

1. What records do you keep at work? Can you see opportunities for improving the records 

you keep? 


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Answer: 


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Sample answers to ‘My workplace’ questions 

1 

Nobody is good at all of these things, all of the time, so don’t be too hard on yourself. The point 

in this question is to know your own strengths, and to look for areas that you think you can work 

on to improve. 

2 

Does your organisation have a ‘code of conduct’? If it doesn’t, you may be able to infer your 

organisation’s standards for how people behave from a vision or mission statement, or from 

departmental goals. 

Are your standards similar to the list in this Content guide? Does your organisation have other 

standards for behaviour or ethics that are not in this list? 

It is a very important part of your job as a team leader to be clear about your organisation’s 

social, ethical and business standards. You should practise them in your day-to-day actions, 

and you should expect your staff to follow your example. 

3 

Here's what one person wrote about this question: 'I think my cricket captain is a good leader. 

She always has time for us, and she listens when I sound off about my frustrations with work or 

my partner. She involves everyone in the plans for the team. She practises what she preaches, 

and she really believes in our team. And I know if I tell her something private she won't blab to 

anyone else!' 

4 

Your answer will depend on the people you work with — think of all the unique job skills and 

personal qualities that different people bring to your team. 

5 

Your answer will depend on you and the people you work with — look at the descriptions in this 

section and see if you can recognise yourself in any of these. We will all have our preferred way 

of interacting with others, but sometimes we may need to move outside of our 'comfort zones' in 

order to be effective with a particular person, or in a particular situation. 

6 

Here's a sample of what one learner wrote about this question: 

'We've got a tracking database to hold information on customer contacts and their buying 

habits. It helps us to market new services and products directly to our existing client base. 

The main thing I need to do is keep better records of what my staff are doing, and what we've 

promised each other! I've set up some manila folders where I keep notes about their activities 

and any important conversations I have with them. 


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References 

1. Safeworkaustralia.gov.au. (2016). [online] Available at: 

http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/827/Guidepreventing-responding-workplace-bullying.pdf 

[Accessed 23 Oct. 2016]. 

2. Cole, k (2016) management theory & practice, 6 edition. 

Further readings 

If you're keen to find out more about this topic, look for these books in your local library. 

 

 

http://www.worksafe.vic.gov.au/safety-and-prevention/health-and-safetytopics/workplace-bullying 

https://www.humanrights.gov.au/workplace-bullying-violence-harassment-andbullying-fact-sheet 

Version Changes Date Teacher 

1.0.0 Initial draft developed 28/09/15 

1.0.1 Section on Conflict updated 20/05/16 

R.Rychlik 

1.0.2 Sections on consultation and work performance updated 20/05/16 


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Leadership502 Session 1 Ver 1.0.2

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