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ution the emphasis in leadership was on behavior. Both what the leader did as well as the leader's effect on other's behavior became important (Bryman, 1992).

The skill set emphasis was on efficiency, management and control in order to produce. Discussion of skills and competencies reflected a more modernistic or behaviorist approach, in which the leaders held sharply different roles and performances of behavior than their followers (Hollander & Offermann, 1990).

A foundational knowledge about teams is crucial for team leadership. Knowledge about group culture, process dynamics and structures, and change dynamics are important for skill development in team leadership (Lord & Engle, 1996). Having a capacity to think from a team-based focus for operation as opposed to individual centered focus is key (Misener et al., 1997; Beck & Yeager, 1996). Beck and Yaeger suggest the capacities of clarifying goals, strategies and roles to accomplish goals are important in the team leadership process (1996). It is clear that identifying team oriented structures and creating a vision to work together is fundamental for team effectiveness (Wright et al, 2000; LaFasto and Larson, 1989).

Many of the skills required for collaborative efforts appear in the team literature, albeit more focused on facilitative leadership skills. Facilitation skills seem the most common thread. In the edited work on team facilitation by Frey (1995), competencies in leading group problem solving, decision-making, constructive dialogue and conflict resolution, and empowerment strategies expand the list. Facilitation skills tie communication back into the equation and we find a loop between team leadership skills, collaboration skills and communication skills that blur the categories.

Analytical framework
According to O'Hare and Shipper's (1990) examination of leadership research and literature, they suggest that leadership and its dependent skills and abilities work within a larger context of organizational roles.

For having effective leader the following traits must be possess:
Challenging the Process
Inspiring a Shared Vision
Enabling Others to Act
Modeling the Way
Encouraging the Heart
(Kouzes & Posner, 1990, p. 207)

The combination between management and leadership is very much essential for having an efficient organization. For this reason it is very much essential to have strong chain of command and other leadership factors must be possessed by the management.

People tend to develop certain motivational drives as a product of the cultural environment in which they live, and these drives affect the way people view their jobs and approach their lives. David C. McClelland of Harvard University developed a classification scheme highlighting three of the more dominant drives and pointed out their significance to motivation.

Task 3 任务3 
Evaluation of leadership and organizational behavioral issues 领导和组织行为问题的评价
Here the management of Rossett NHS Trust hospital wanted to introduce multiskilled, ward-based teams of support workers. As a result while implementing this plan the management of the hospital need to take various decisions that are related to leadership and organizational behavioral issues. Some of these decisions are evaluated below:
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