Successful Businesses Build Teamwork and Trust
Liberty University-BUSI-501
Tawanda Diaz
Dr. Alen Badal
Abstract
In this literature review the author discusses why building teamwork and trust is important in the workplace, what trust is, groups versus individual, perception of team members, motivation and usage of rewards to motivate employees, and deviant behavior in the workplace. The author goes on to discusses how each concept relates to each other and gives a resolution to building teamwork and trust within a team, while taking proper precautions so that deviant behavior does not form.
Introduction
Building teamwork and trust are big issues in today's business world. The absence of trust makes it very hard , if not
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Each member must recognize their strengths and manage their weakness in order for a team to function efficiently. This task can be difficult because most people do not want to admit they have a weakness or acknowledge strengths of others versus their own. Building trust within a team is not an easy task but a crucial task that leaders must achieve. A good leader must be willing to show their vulnerability in order to build trust and teamwork. The reason for this is because other people are unlikely to step forward if the leader’s vulnerability is not shown. This can be hard for a leader because most leaders believe they must always display strength and confidence. Nevertheless it is a leader’s confidence that allows a leader to admit their shortcomings and makes it easier for their followers to follow suit.
If leaders insist on being correct all the time, it makes it very difficult for others to make suggestions and openly admit to their mistakes. This not only leads to mistrust between the leader and followers but it can lead to a stressful work environment. Many managers find team building activities helpful when trying to build team trust. Though many team building activities can be fun and interesting, they hold little value if they are not carefully planned and selected (Woodard, 2006). This is why management must choose team building activities wisely before
Trust defines the ability to create a cohesive team in the first principle of mission command. Lack of trust between commanders, subordinates and peers develops a lack of confidence in everyone’s ability to accomplish
Self-assessment exercise also showed self-leadership skills, such as the ability to listen well, think logically, and make quality and timely decisions. At the workplace, such listening skills facilitate the effective sharing of information between the management and employees. Most importantly, critical thinking is essential in the workplace because it helps solve issues experienced at the workplace (Montana and Charnov 31). A good leader is expected to show the direction to followers as they assume their leader is competent and can provide good guidance. In the absence of a good leader, teamwork can be associated with stumbling blocks due to conflicts. At this time, a team leader needs to think critically to identify ways to solve difficult situations. The aim is to make the team achieve its objectives. For these reasons, logical thinking and creative skills are
Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.
In this book, trust is defined as “one’s willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.” (page xiii) The author recognizes that trust is complex and dynamic. She views trust as the “lubricant” that greases the machinery of the organization. Trust is particularly important where parties are interdependent, or the “interests of one party cannot be achieve without reliance upon another.” In schools “teachers and principals are
In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)
Trust is the output of your behaviours and actions of you as a leader and it either builds or erodes over time. Ineffective leaders often don’t get this element of their personal accountability. Importantly, if you don’t build trust and mutual professional respect you cannot be an effective horizontal matrix leader. You must also assume good intent of your team and business partners rather than suspicion and derision so when something does happen (and it will) you are showing empathy in your own relationships by seeking to understand instead of becoming emotional and seeking to assign blame. This is something each of us need to make one of our personal management habits.
Furthermore, I learned that trust has three dimensions.The first being overall trust (e.g., fair play, the truth, and empathy). The second is emotional trust (e.g., faith which someone will not miss-represent you to others or betray confidence). Henceforth, reliableness being the final one (the leader believes members will promises, and appointments will be kept and commitments met). In short, we tend to give what we get; trust begets trust; distrust begets distrust. To build confidence in a group it must be earned; it cannot be demanded. Therefore, the following elements must be present in-group work. Trusting, communication, support, respect, fairness, predictability, and competence, which will show my credibility to demonstrating good therapeutic skills and the ability to perform them.
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.
I think that one way to solve conflict and build trust on a team is to express the conflict directly and communicate with others in order to solve it. Besides, I think that team needs to create open communication so that every team member will be able to share their ideas and thoughts, and team members have to respect every aspect of other team members because respect can create the trust that will allow members to be vulnerable.
Trust among team members is crucial when building a team. As your leader, I want
Dearborn established that trust is clearly a valuable element for successful collaboration among work groups in businesses such as HCOs (Dearborn, 2014). In order to operate as a successful HCO, it is imperative for businesses to form trusting relationships between HCO members at each echelon. In order to accomplish this objective, Dearborn explained that leaders must initially establish trust at the organizational and individual levels (Dearborn, 2014). Next, it is essential to communicate effectively and with mutual respect (Dearborn, 2014). Lastly, Dearborn emphasized that leaders need to be genuine and honest to form associations which will allows members to feel appreciated, responsible, and accountable (Dearborn, 2014). The following narrative will compare and contrast the impact of trust on two HCO work groups. Each of the examples provided presents opportunities for HCOs to learn valuable lessons and offers guidance for continued growth into successful corporations with high levels of organizational trust.
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.
In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).
Building and maintaining trust in the workplace in important to help me meet the aim and objectives set as a team. Working as a team is important in allowing the work we face to be completed to a high quality standard using effective and efficient ways to providing value for money.
There should be trust amongst each other in order to be able to work together successfully.