510 Lead And Manage A Team

Teams are very important aspects of business. If a team can perform well then the business will thrive and perform more efficiently. It is therefore important to know how to build cohesive teams that perform well.

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

In the current scenario, we are now a focused group of 60 members being lead by a very effective and efficient team leader. Our team leader is more of an authoritative team leader who gives an equal dose of control with effective and efficient interpersonal warmth. The members are always very attentive towards their team leader. They follow the instructions with finesse and complete the work within stipulated time and with utmost efficiency. It may be said that together the team works as a team when it comes to the execution of assigned work done.

Specific mission and goals will help peak a team's interest and give the team a way ahead. Teams needs to have open communication and be fully engaged. Specific training on good communication skills will help the team communicate positively. Additionally, roles and responsibilities need to be identified in order to prevent team conflict. There shouldn't be any question of who is responsible for what and where authority lies. Likewise, a team must have policy, rules, and specific guidelines to follow. This will aid is resolving issues which may occur in a team environment. A good team strategy requires building trust among team members and providing specific training on working in a team environment. Teams require the attention of their leaders to ensure the team environment progresses (Cottrill, 1997). Finally, leaders of teams need to have a method to identify and measure the effectiveness of the teams (Hoevemeyer, 1993). The use of inventories and assessments checklist can aid in this effort. This will ensure the team is productive and identify when a leader needs to engage and make corrective actions. A good team strategy will ensure productive team

The management style I would utilize would be the democratic approach. I have discovered that by definition this style best fits my lifestyle and personal views. The advantages of this approach in the position I am applying for are as follows: It is very open which allows for free movement of ideas and free flowing discussions; it is needed in a dynamic and rapidly changing environment; it factors in variants such as environments devoid of many constants since they need

They key to building a High Performance Team is the personnel chosen. They have to be the best in their area, they require little if any supervision, they make sound and timely decisions consistently, and most important they have to be able to trust, support, and respect their team members. When the right people are chosen, the organization should see a vast improvement in productivity, and an increase in problem solving ability where little or none was present.

Like in sports, in business the performance of team is not just based on the individual talents. It is also, and maybe even more, based on the global efficiency of the team. To be efficient, a team leader needs to ensure that all the team players are pulling at the same rope, towards the same direction. That first step ensures that all the energy that is spent, is used in favor of the objective and not against it. A second step is to set the team organization, in a way that each team member is in the position to deliver its maximum performance. To make this possible, a team leader has to understand the individuals’ and interpersonal dynamics of the team.

Now that we have a basic understanding of management and leadership we can review a few different styles of management and I can offer personal experiences and preferences. There are six different management styles that I would like to review which include directive, affiliative, pacesetting, coaching, participative, and authoritative styles (Cardinal, n.d).

First, I will be explaining my management style. Even after discussing management styles, I am still not sure where I fall. I took several quizzes, but would get a different answer each time. Personally, I believe I usually settle between the authoritative and pacesetting management styles. I have high standards, but I am open to letting others find better way to complete a task. If they fail, I will take over and do the task myself, or let someone I find more knowledgable do it. I usually work by persuasion, and always provide feedback when I feel something could improve or if there is an easier way to complete a task.

The team leadership theory is built on the foundation of the eight characteristics of effective teams. Larson and LaFasto developed an assessment tool called the Team Excellence Survey that contained 40 questions that were aimed to determine a team’s performance based on the criteria associated with the eight characteristics of team effectiveness (Northouse, 2016). The eight characteristics are as follows: (a) Clear, elevating goal, (b) Results-driven structure, (c) Competent team members, (d) Unified commitment, (e) Collaborative climate, (f) Standards of excellence, (g) External support and recognition, and (h) Principled leadership. Subsequent research by Larson and LaFasto led them to develop a 42-item questionnaire that focused on leadership criterion called The Collaborative Team Leader Instrument (Northouse 2016). As a result Larson and LaFasto’s work in this field, current researchers have been able to pinpoint what we now know as the Enabling Conditions of Group

The communication is extensive in both directions (from subordinates to leaders and vice-versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skill. From the overall business 's point of view, job satisfaction and quality of work will improve. However, the decision-making process is severely slowed down, and the need of a consensus may avoid taking the 'best ' decision for the business. It can go against a better choice of action.

No matter the personalities, effective teambuilding is an ongoing process. As a manager, it is up to you to constantly evaluate and be prepared to tweak the process when needed so that team members feel valued, heard and rewarded. Let’s take a look at the common elements shared by effective, productive teams.

It takes great leadership to build great teams.Leaders who are not afraid to course correct, make the difficult decisions and establish standards of performance that are constantly being met – and improving at all times. Whether in the workplace, professional sports, or your local community, team building requires a keen understanding of people, their strengths and what gets them excited to workwith others. Team building requires the management of egos and their constant demands for attention and recognition – not always warranted. Team building is both an art and a science and the leader who can consistently build high performance teams is worth their weight in gold.

Building team performance and relationship with top management and working group are a major role in organization. I learned a lot of knowledge in building team performance, this is one interesting part for me. According team performance, I figure out team members, group, spend time together, exploit positive feedback, reward and recognition, clear rules of behavior, interpersonal skills, functional or technical expertise, decision making and problem solving skills, teams recommend, make or do and run things are very important for me to