Shared Team Leadership Paper

Leadership- should reflect the team’s stage of development. Leaders should motivate, facilitate goal setting, educate and evaluate achievements.

The team leader’s ability to manage and improve team performance will be limited by his or her own authority and ability to influence others. There may be restrictions in terms of organisational policy; there may be financial, resource, or time constraints, or team members themselves may be reluctant to participate and to accept change.

In a simple definition, shared governance is one of the most innovative and idealistic of organization structures, was developed in the mid-1980s as an alternative to the traditional bureaucratic organization structure (Huston & Marquis, 2004). Shared governance is based on the principals of equity, accountability, ownership, and partnership. This process of management allows each healthcare worker to have a voice in the decision-making and encourage input that will help grow the business and healthcare missions of the organization. In all, it makes each healthcare employee feel as if they are involved with a personal part in the success of the organization. The more employees who are satisfied with

In team leadership, the Hill Model is stated by Northouse (2016) as “to simplify and clarify the complex nature of team leadership and to aid leadership decision making for team leaders and members” (p. 366). This model has several key concepts and practices that this paper will look at and exploit the aspect of influence and processes that people in a groups or teams interact and the force within the group acting to unit all the members or leadership functions. Whether traditional leadership of teams or groups with a formal leader or a self-directed group with no specific leader all benefit from an shared leadership with the attention and focus of all members on the groups process dynamics. This is more so the case in virtual teams benefiting from shared leadership. Team-based structures in organizations have several positive characteristics and are capable of increasing production, allocation and use of resources, effective on making decisions and problem solving, increased quality and services as well as, fluent innovation and creativity, as listed by Parker (as cited in Northhouse, 2016, p. 364).

Hiller, N. J., Day, D. V., & Vance, R. J. (2006). Collective enactment of leadership roles and team effectiveness: A field study. The Leadership Quarterly, 17(4), 387-397. doi:10.1016/j.leaqua.2006.04.004

Leadership by the team leader, who has responsibility for the team, is critical for team

The Groups Dynamics of a team can be effected if the category of leadership is not in place. Leadership means “the activity of leading a group of people or an organization or the ability to do this.” In order to be a good leader you must have a strong value that you can give to your team. A good leader must have strong values to pass on to their team. At the top of the teams hierarchy is a leader, so that the leader can put input towards everything the team does, so that the team would be successful because the leader controls and guides the team.

The selection of a team leader is of key decision that can have a great impact on the overall success of a team. A good team leader should be able to build and maintain team morale, instilling confidence and trusting in other team members allowing them to work together to achieve the teams goals (Llopis, 2014). The ability to understand the stages of a team and provide the guidance to all members is essential. The stages of forming, storming, norming, performing and adjourning (Abudi, 2010) are a helpful framework for recognizing patterns during team conversations and the understanding that team development may not always be linear. The aptitude to walk the team through these stages and ensuring they understand the development of the team and why things are happening in certain ways is an important part of the self evaluation process. Having ways to identify when certain behavioral patterns are occurring and a way to then cause changes to the team behavior can help the team maximize its productivity.

At Grinnell Regional Medical Center (GRMC), there are a variety of teams that make up the organization which includes the hospital and outpatient affiliated clinics. Due to the diversity of healthcare services that are provided at GRMC, a team leadership approach is essential to the success of the organization. According to Northouse (2016), leadership is “a process whereby an individual influences a group of individuals to achieve a common goal” (p. 6). Through this process, leaders help to create vision and direction for the team while engaging others on the team through motivation and inspiration, to reach a common goal (Northouse, 2016). In this paper, we will discuss the steps necessary to create more successful teams at various levels

93). For mutual accountability to work effectively mutual benefits must be consistently exchanged and power relationship must be relatively equal. A third principle of management is the need for complementary skills. Those in leadership roles are expected to be competent in basic social skills, have an apt demeanor, and someone who is trustworthy. The last requirement for highly productive management is to have an appropriate number of team members. As group sizes increase, the pressure to formalize roles increases. Shared leadership is the term for the entire process; this theory tries to explain the relationship between leaders and their directives roles, including the relationship to vertical leadership. The style proposed in shared leadership is a combined style based on both vertical leadership and distributed forms of leadership because different members perform different types of leadership at the same time. Overall, distributed leadership theories demonstrate a radically different perspective in that the focus is not on the role of the leader but on that of the

The Hill Model for Team Leadership theory is broken down into subdivisions: leadership decisions, internal leadership actions (task and relational), external leadership actions (environmental), and team effectiveness (Northouse, 2016,). One key concept is development (team maintenance). Effective leader uses team maintenance to build team effectiveness, internally. For instance, creating team effectiveness includes ?foresting collaborating and building commitment and esprit de corps? (Northouse, 2016, p.378). Foresting collaboration is when a team has creative ideas, opinions, and cooperation.

The group assessment in this unit put together four motivated members that wanted to create quality work. Interestingly, it also included for the first time, in my many team assessments, an additional strong-minded member that wished to lead the group. Sousa & van Dierendonck (2015, p. 15) propose, that sharing leadership duties requires humility from the group leaders to allow others to take responsibility for the task whilst remaining willing to step in and lead when needed. DuBrin (2016, p.27) further states that good team members have the courage to challenge the direction the task is taking and therefore showing leadership within the group. This was an important learning activity for myself as I moved from initial apprehension of joint leadership, to increasingly appreciating the strengths of other team members and the value this added.

Project management in today’s challenging economy requires collaborative effort across an organization. Project managers are expected to make the most out of their team regardless of its composition. Therefore, unless the group operates as a high performance team, the project will not successfully balance the trade-off among cost, schedule, and quality. Relying strictly on the science of project management leads to an unspoken assumption that members on the project team would harmoniously work together to meet the project deliverables. We have seen time and time

Despite the advantages associated with a shared leadership approach, some disadvantages also exist. One disadvantage originates from individual interpretations of teamwork (Baghai & Quigley, 2012). In other words, not all people in a work environment view working together the same, posing a leadership challenge to clearly delineate the organization’s concept of team. Other disadvantages arise when workers chose to bypass or overlook some team members, or when an individual lacks the confidence to exhibit leadership skills resulting in organizational loss of leadership potential (Pearce, Wassenaar, & Manz, 2014).

It is very important that staffs from different backgrounds are engaged in formulating innovative products. In general, the innovation project team should involve the below personnel: •