Key Competency For Achieving High Performance

Positive leadership is important for effective team performance. Everyone needs to work together and be focused by supporting each other to achieve shared goals. It is very important that each member of the team is clear on their roles and responsibilities. Staff should have respect and understanding for their manager. The manager needs to be aware of the skills and the weaknesses within the team and be able to provide support when necessary. Training and support improves staff performance and develops confidence and team spirit.

In collaboration, all parts of the team are working together to achieve the same mission. Collaboration builds espirit de corps, which is directly connected to mutual trust. Research shows that teams with a higher sense of espirit de corps trust each other more. They have a sense of comradeship. These teams know that each individual is going to pull their own weight and do what they need to do in order to accomplish a mission. This heightens teamwork, as team members are more inclined to collaborate with each other. A leader must also get to know their subordinates individually. When each person feels like their leader has their best interest in mind, this fosters a climate that develops mutual trust and shared understanding. Through all these concepts, the leader may establish a climate which continues the development of trust and understanding between leaders and subordinates produced through the distributive and collaborative leadership process.

Core competency two requires that social workers apply ethical principles into practice. This core competency relates to the experiences that I had through my classes and internship. I will be illustrating how I applied specific practice behaviors to artifacts. The first practice behavior associated with this competency is demonstrating leadership in applying ethical reasoning for problem resolution. For me, this involved a release of health information form that I had to provide to another agency regarding a patient. The second practice behavior is systematically questioning statements of values and recognizing the underlying ethics of policies, theories and models. This practice behavior relates to the policy analysis paper on the No Child

Leadership is not a solo act, it’s a team effort the authors explain (p. 223). To enable others to act the leader needs to create a climate of trust by facilitating relationships. To start the process one must, “be the first to let go of control,” Kouzes and Posner explain and it requires self-confidence (p. 227). Just like Bass and Avolio (1980)

function well and collaborate in a manner that will lead to higher success with all members

According to Jacob Morgan, “there are 12 common habits or success factors for collaborative organizations” (Forbes, July 30, 2013). These start by assuring that individual benefits are as important as the corporate benefits. Leaders have the monumental task of showing employees how collaboration will impact them at the end. In this sense, it is very relevant to explain to employees first why they are expected to do something, then how they are going to accomplish it. Leaders must also practice listening to employees as well as getting out of the way, so employees find their rhythm in executing tasks. Besides, collaboration is received better when there is a reward program for teamwork not only for individual performance. This is key because employees feel integrated to achieve the team’s goal rather than just focusing on individual

As a leader, I feel that working in a group or team is a must to see progress within the company. In order to see progress within the company, working together as a team is very important. When the employees see the leader working with as a team, they feel more motivated to work. They feel equally as important as the leader. By enhancing this equality, a team will create a concept that suits the diverse needs of the

Enabling others to act is a key principle in becoming a great leader. Enabling others involves creating a climate of trust. “Studies demonstrate that trust strongly predicts personal, team, and organizational performance.” (Kouzes & Posner, 2017). If there is no trust in the leader of a cause or organization, it will not get off the ground. Most trust comes out of relationship with other people. By sharing knowledge, showing concern, and being the first to trust, leaders can create a positive foundation for trust in an organization. Beyond having trust, enabling others to act involves facilitating positive relationships. This involved structuring projects to promote joint efforts, develop cooperative goals and roles, and encourage face-to-face interactions between workers. It’s important to help the people you are leading to feel heard, valued, and confident in their abilities. (Kouzes & Posner, 2017).

The authors of The leadership Challenge contend that collaboration is the master skill that enables organizations and groups to function effectively and that “Collaboration is sustained when you create a climate of trust and facilitate effective long-term relationships among your constituents”. The questions asked what am I/others doing to promote collaboration and trust among groups? Personally being in Bobcats Against Hunger there is a lot of collaboration happening all the time. Specifically right now we have been collaborating on a big fundraising event coming up in November. When planning this event we were all throwing ideas out, then we started to decide on things like where, how and when and this was our group collaboration. Through every step of planning Toss Away Hunger we were constantly in contact through our groups me and weekly executive board meetings. Having both virtual communications as well as face-to-face interaction helped greatly. I think since we did have both ways of communicating it also helped build trust, because we could message if we had a question or message when we finished something such as the t-shirt.

Most every community organization functions best when collaborative leadership is in place, but with any leadership style, there are advantages and disadvantages of using it. One of the first advantages of using collaborative leadership is the buy-in among members of the group. When a leader makes use of collaboration, it gives the members a sense of ownership and value, which in turn builds commitment to the organization. With this loyalty, the leader can then assume a greater willingness from the members to be involved in the implementation of their final plan.

The purpose of this assignment requires consideration of how to develop and maintain trust at work, as well as how teams are built within the workplace and what effects and concerns a manager needs to be aware of.

Realizing that a group can become a high performance team is important. Accomplishing this goal is invaluable, advantageous and profitable. Once able to operate from a group to the high performing team is a great step into preparation into the big business world. Leaders and members must also realize not only how to accomplish this but that some problems will and can arise from different demographic characteristics and cultural diversity. That is if one is in such a group, which the probability would be quite high.

Bova (2008) states that the following four characteristics are found in good leaders: they believe in open communication, they do not stick with the status quo, they are selective in what they measure, and they have passion for values and culture. Each characteristic is essential to a healthy organizational culture. When an employee feels he or she has open communication with a leader, they are more inclined to share if problems arise whether or not work related. Non-work related issues may eventually take a toll on an employee’s performance at work. However, with open communication, an employee feels comfortable in apprising the leader of a situation so that future problems are avoided.

The topics discussed by Northouse, Kouzes, and Posner are team leadership. Team leadership are work units that have are interdependent and share common goals (Northouse,2016). In this week?s unit, team leadership will be explained through the Hill Model for Team Leadership and how it applies to team effectiveness. Furthermore, virtual and non-virtual team will be compare and contrast and how to create cohesiveness. Team leadership theory is the key to developing success high performing teams.

Additionally, employees are allowed to explore their creativity and talents while developing their leadership skills where they may one day serve as a leader within the organization.