The Selection Of A Team Leader

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.

Clarity of purpose increases but plenty of uncertainties persist. Cliques form and there may be conflict and power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. The leader coaches.

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.

Work Team development is a dynamic and often difficult process. Most teams find themselves in a continuos state of change and development. Eventhough, most teams never reach full stability, there is a general pattern that describes how most teams evolve. There are five stages of team development, the first stage is forming. In this stage there is a great deal of uncertainty about the teams purpose, structure and leadership. Members are testing the the waters to determine what types of behaviors are acceptable. This stage is complete when members began to think of themselves as part of the team. The second stage is called storming. In this stage there is much intragroup conflict.Team members accept the existence of the team, but there is resistance to the control that the team imposes on individuality. Conflict can arise from numerous sources within the team setting but generally falls into three categories:communication, factors, structural factors and personal factors (Varney, 1989/Townsley). In addition, there is conflict over who will control the team.

Finally, in terms of maintaining a positive team environment and motivating team members, De Vries, Bakker-Pieper, & Oostenveld (2010) find “Supportive communication of a leader enhances knowledge donating behaviors to the leader and knowledge collecting behaviors from the leader. In the regression analyses, leader’s assuredness was related to perceived leader performance, satisfaction with the leader, and subordinate’s team commitment.” This is all to say that team leader characteristics and traits play a great role in predicting a team’s

While they recently emerged from the storming stage with higher levels of motivation and increased knowledge, one variable can send them tumbling back into the storming stage (Norming). Such variables include new challenges obstructing a team’s physical progress to their goal, as well as interpersonal issues that linger after the team’s exit from the storming state; the former issue is easily resolved once the latter is effectively dealt with. If individuals are unaware of the correct methods of improving their interpersonal issues, which include, “Issues of strengthening relationships, open communication, and positive/constructive feedback” the team will ultimately bear the burdens of team members ineffectively settling persistent issues (Norming). While a team-building course attempts to disrupt a team during this stage, it also nurtures an environment for teams to work through any remaining differences and begin to form a tighter bond within its ranks. Individuals gain greater proficiency with their interpersonal relations, enabling themselves to collaborate with and place greater trust in their teammates. Through partaking in a team-building course, individuals secure the necessary interpersonal skills to prevent their teams from plunging back into storming by excelling through the norming

The purpose of this paper is to discuss relevant research regarding a number of concepts related to group cohesion including: leadership behavior, team development and group cohesion as a mediator. Coaching elements identified as being positively related to group cohesion include: the quality of training and instruction, social support, positive feedback and leadership style (Yarmey, 2013). In particular, a democratic leadership style has been found to promote the development of team cohesion (Crocker, 2016). Empirical evidence suggests that group’s progress through a set of well defined stages before becoming a cohesive team. According to Tuckman’s model of team development these stages include: forming, storming, norming and performing.

It takes extraordinary leadership to assemble great teams. Leaders who are not reluctant to course right, making challenging choices and launch principles of implementation that are continually being met – and enhancing them at all times. Whether in the working environment, expert sports, or our nearby community, team building needs a keen understanding of individuals, their merits and what makes them eager to work with others. Llopis mentioned, “Team building is both an art and a science and the manager who constantly brings out great performance teams is worth their weight in gold” (2012).

In order to be a successful team leader, one must have the skills and ability to drive his or her team to be performing at its peak. Thus, effective team management is key to ensuring team success and maintaining a healthy, collaborative environment. Leader effectiveness is a dynamic process, where leader behaviors need to fit followers and circumstances in order to be effective (Pieterse et al, 2010).Leaders can and will influence follower behavior as Hirst states “followers will be more inclined to view them as favorable role models (2009). Coaching and inspiration are key to increasing creative potential and as such, leaders should seek development opportunities to improve these abilities. Lastly, leaders should be aware of the

While pulling this team together and going through this project, I learned a few things about myself as a leader and the members that I chose for my team. First, when I first put this team together my original thought was a girl’s afternoon. So there wasn’t much diversity, just a bunch of female family members. If I were to do this again I would open it up to members of the male species, like my dad who was the Cost Control Analyst for Heinz Frozen Foods for many years and built his career on innovation and creativity where Heinz products were concerned. I didn’t include him in my team, and I’m wishing I would have. While I could have gotten idea’s from him (or had my mom claim them as her own), not including him took out a major benefit for my team. He’s used to this sort of thing and I’m sure he would have been an amazing benefit to our creative process.

Administration sets the tone and time for collaboration. It is imperative for school to have educators and staff to work in collaborative teams. The common goal is student achievement. Through respect and partnership the fulfillment can be endless. This year I was invited to be the Positive Behavioral Support Internal Coach for my K-8 school. I accepted and quickly learned that collaboration and organization are key components to a successful team. At first, the focus should be members of the team or group. Asking for volunteer is a great way to get started. People are more apt to commit and put the effort into the cause when they want to be there; however, administration may appoint or suggest people because of their insight to

A team goes through five stages of development. Every stage of development presents special challenges for a group of people. Team and organization take specific action at every stage of development to support the team in fulfilling their mission. The behavior of the leader must be adapted to the changing and developing needs of the group, at each stage.

Most teams who are dysfunctional, do not know they are dysfunctional. They don 't know because they are usually part of the problem, too close to the problem, or they are in denial. Or, they have never been on a functional team, and they don 't know the difference. You are a dysfunctional team if you lack these five things, absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results (Lencioni, 2002)

If we don’t have a good team leader, we cannot complete our task thou every member of the group has bitten of experience to the task, but the support of team member roles within the group can sustain positive feelings towards the development without injecting any negativity into the operation.

The success of an organization is driven by the employees. Leaders have to be able to deliver their vision and work with their teams to achieve those goals. It has been proven that teams deliver better results than individual employees, therefore, leaders must work with their teams to ensure that they develop properly and mature over time. To make sure a team develops properly, leaders must follow the stages of team development which are: forming, storming, norming, and performing (Abudi, 2010).