What makes these leaders different than many others in the high technology industry is their ability to also combine interpersonal forms of power as well. These include coercive power, reward power, legitimate power, referent power and expert power (French, Raven, 1959)
The inclusion of Emotional Intelligence (EI) and charismatic leadership into a common framework was first completed by researchers James McGregor Burns and Bernard Bass, who created the transformational leadership theory (Maslanka, 2004). One of the most powerful aspects of this theory is that it includes both the behavioral and cognitive aspects of leadership behavior, while also showing how adoption of the five factor model created can also increase leadership effectiveness (Judge, Joyce, 2000)
Max Weber on the traits of charismatic leaders and the contingency theories of Dr. Fred Fielder (Maslanka, 2004) are the foundation of contemporary theories of leadership
This shift in leadership theories marked the transition of this field from traditional to contemporary research. With contemporary theories, leadership is seen as a skill that can be taught (Purvanova, Bono, 2009)
The role of a transformational leader in a team is to alleviate the differences in how one team vs. another processes information and perceives their role (Streiner, Deibler, Besterfield-Sacre, Shuman, 2010)
Teambuilding Team building can mean anything from improving communication skills and resolving conflict to setting up a self-directed work team (Nelson, 2006)
This necessarily results in conflicts among team members. Differences in terms of power, values, attitudes and social factors all contribute to the creation of conflict in teams (Townsley, 2008)
The norming stage sees agreement and consensus beginning to occur, as facilitated by the leader, with roles within the team clear and accepted. Performing occurs once the team understands clearly their goals and has a shared focus (English)
In a cross-functional team, it is also the leader's function to establish the goals, objectives, deadlines, and success criteria for the team and to ensure that each team member understands these. Each team member should also be made fully aware of his or her role in helping the team achieve success (Stennes, n
Managers and team leaders have the responsibility to build high trust levels amongst virtual members so as to increase team performance (Kayworth & Leidner, 2002; Jarvenpaa & Leidner, 1999). Quite a number of researchers have delved into the issue of socialization of newcomers in new organizations (Ahuja & Galvin, 2003)
Also, so as to guarantee the effectiveness of the virtual team, leaders should only choose individuals who have a proven record of being team players (Jarvenpaa & Leidner, 1999). On organizational assimilation, owing to the different life spans of virtual teams, companies need proper mentoring programs to meet those needs (Allen, McManus & Russell, 1999)
For smooth running, virtual teams also require managers charged with ensuring the efficient performance of the team (Kayworth & Leidner, 2002). Also, so as to guarantee the effectiveness of the virtual team, leaders should only choose individuals who have a proven record of being team players (Jarvenpaa & Leidner, 1999)
Several scholars have argued that trust is essential to the smooth running of virtual teams. Managers and team leaders have the responsibility to build high trust levels amongst virtual members so as to increase team performance (Kayworth & Leidner, 2002; Jarvenpaa & Leidner, 1999)
It can also help members to refrain from caustic or judgmental responses. Adopting procedures for meetings can also help team members to quickly make decisions during meetings (Carpenter & Kennedy, 2001)
Thus, executives should encourage and enhance diversity in their teams through equal opportunity and treatment of persons from all genders, races, lifestyles, sexual orientations and ethnic backgrounds. Diversity improves team performance by bringing about diverse ways of handling things and thinking (Kooij-De Bode et al
For instance, creating a rule against personal confrontation can help reduce the possibility of such from taking place in meetings or in the workplace. Another example of how such rules might help in the smooth running of teams is to set rules on attendance and clearly define the measures to be taken against members who don't adhere to the attendance rules (Maiese, 2004)
However, self-directed teams can easily be more dexterous, pertinent and receptive, compared to the conventional decision teams and task teams. In addition, self-directed teams function and operate within the restrictions of the organization as a whole, and function to signify and maintain its values and mission in general (Rowe and Nicholson, 2010)
Team Building Self-directed teams are also referred to as self-managed teams, natural teams or semi-autonomous work groups (Silverman and Propst, 1996)
To begin with, the context of the team encompasses the organizational setting in which the team has to operate. Teamwork necessitated to attain high performance is much more significant when the team has to undertake and finish an intricate task signified by a high magnitude of interdependence (Dyer et al
Third, they get rid of individuals who do not have expertise or motivation. Moreover, they make certain that the team is neither too big nor too small to achieve the task (Jackson and Madsen, 2005)