For any team to be in cohesive there needs to be a unified commitment from its members. This means that the focus point for achieving results is team work (Glenn, 2010)
These people are quite result oriented and have very low tolerance to incompetence. They are also visionary and pose as natural leaders (Hartzler, 2005)
Thus, knowing that I will be the leader of the people I have served with in this company for quite some time, I am happy since I personally know each of my team's members. This implies that I will not be giving the workers much responsibility than their experience allows them to handle (Kouzes & Posner, 2010)
They however depend on the feedback they get from audience hence need all the support they can get from the other team players. I dealing with David, Caleb and Matt who are members of my team, I will therefore focus on using the approach of participatory team work so as to create that environment of being interdependent (Winkler, 2010)
Having been impelled apart by the force of the Big Bang, the galaxies, in defiance of cosmic gravity, are picking up speed on a dash toward eternity. If they were keys, they would be shooting for the ceiling" (Overbye, 2008, p1
Team Leadership Overview of theory and research Team leadership is, broadly defined, a leadership approach where teams without designated leaders, or with leaders who act as facilitators rather than directive mangers, engage in self-managed approaches to decision-making. Although the teams are often formed for a specific purpose and usually have a goal they must collectively achieve, it is the group, not a single individual that instructs, facilitates, plans, and sets short-term objectives for the team (Armstrong 2008)
The group is judged as a whole on the final performance, tasks and decisions are taken on by the group, rather than a single leader ("Team leadership," 2008, NCREL). However, some approaches to team leadership stress the need for a single individual to foster urgency and channel the team members to reach a specific goal (Clark 2005)
Opportunities Team leadership's fostering of diversity is essential in today's global environment Team leadership requires leaders and team members to improve their communication skills and to put their own personal interests to the side, in the interest of the good of the larger group (Armstrong 2005). People are less apt to blame a leader, more apt to take responsibility for the team when something goes wrong (Hackman 2004)
Like Hill's model, John Adair's Action-Centered Leadership Model is also relatively simple, which means that it is almost universally accessible. "The three parts of Adair's Action-Centred Leadership model are commonly represented by three overlapping circles…Adair's famous 'three circles' model is one of the most recognizable and iconic symbols within management theory" (Chapman, 2012)
The external team leadership functions leads to environmental questions. Everything on the third level then relates to team effectiveness (Clark, 2011)
Finally, at the fourth layer, correct performance of the above three levels will create high performance (Clark, 2011). Understanding that there are two types of internal leadership action is important to understanding Hill's model of team leadership: task and relational functioning (Davis, 2008)
However, it is important to realize that these three different areas are not seen as wholly separate. Instead, leaders are encouraged to consider "how the importance of each circle alters depending up on the task in-hand" (Wadham, Unk
The diversity mix of the personnel attributes would depend on what the team is put together to achieve. For example, it was found that Top Management Team's tenure diversity increased the likelihood of investing in new geographic areas (Barkema, 2007)
For a company to strategically innovate in new areas, new team members would need to be added regularly to provide fresh new views and promote constructive debate from the different experiences, skill, networks, and views that would foster strategic innovation for the company. Key factors of a well-diversified team include "trust, team spirit, unified commitment, principled leadership, evaluation goals, results-driven structure, standards of excellence, participation in decision making, external support and recognition, and an aptitude to adjust roles and behaviors to accommodate new values" (Basset-Jones, 2005)
Critique of Literatures Bunderson (2002), in his article examined both dominant and intrapersonal functional diversities and their impacts on performance effects on management teams. Bunderson and Sutcliffe ascertain that functional diversity is linked with the extent to which functional diversity is conceptualized and measured (Bunderson, 2002)
According to this study, it was found out that task-related diversity has a positive effect on team performance, while bio-demographic diversity is unrelated to team performance. Additionally, social integration is insignificantly impacted by team diversity (Horwitz, 2007)
Team Leadership Issue: Managing Diversity Team Diversity Jackson in his article claims team diversity is the even distribution of personnel attributes among interdependent members of a work unit (Jackson, 2003)
In addition, for expatriate leaders in multinational organizations, self-awareness is essential when dealing with employees of different cultural background than them. As a concern, organizations' managers have the responsibility of using team members' diverse gifts, abilities, and skills to achieve set goals (Shipp, 2012)
There are, nevertheless, several steps in the path that signify developments performed. (Allen; Kilvington, 2001) Jack Zigon's, literature in Training, suggests five solutions for devising an evaluation structure which sustains and enhance the performance of groups and their individual participants: Attach the achievement of the group to the objective of the organization; start with the group's clients and formulate policies to satiate their wants; Calculate the performance of the team as well that of the individual; Aim for substantiation
Regardless, if miscommunication based in cultural misunderstandings begins to fester and cause conflicts on the team, the greater goals of the organization cannot be realized, nor can the maximum effectiveness of teams. "Assuming you don't have team members who are overtly prejudiced against other cultures or nationalities, you could still face the challenge of strongly ingrained belief systems and expectations" (Adamson 2012)