Team Project

Team Leadership

In every organization, people exist at different levels. These differences may be in terms of the number of hours which a person spends in an organization while serving in his or her jurisdiction, the difference in the job group and specialization among other factors which might be considered as any basis of classification. Working with the different class of individuals thus requires the most efficient and effective ways of translating the many theories into action for effective leadership. This brings us to the aspect of leadership in the system(Scott & Davis, 2015). The leader must now be able to determine the most effective style of leadership to adapt to, depending on the nature of the personalities which he or she is working with. This paper, therefore, examines team leadership’s approach to lead and how to transform the leaders to adopt to the team based on traits from various theories.

For leaders to exist, there must be a group of people under their command. The people on the ground levels serve the purpose of implementing the visionary goals which have been set forth by the leader. Just as James MacGregor puts it, visionary leaders produce a visionary society, hence a visionary organization. The qualities of a leader, therefore, are determined in the aspect of dealing with the subordinates (Ciulla, 2014). Leaders are taught the quality of being visionary in their future duties by investigating how best they can formulate objectives and goals for a particular instance. They are given a series of tasks in which they are required to give goals and objectives for the success of their group project (Northouse, 2018).

Team leadership originates under the basis of some given specific theories which explains the actions and attitudes of the leader. These help leaders to have an organized comprehension of various procedures, behaviors, and circumstances which might arise in dealing with people in the organization. These theories include the Belbin's Theory of Team Roles. According to this theory, there are specific roles which members of any team setting should play for the purpose of smooth action. From this theory, some of the competencies required are resource investigation, role coordination, team worker, implementer and specialist among others (Belbin, 2012). With these, a person under leadership training are given certain group assignments in which they are expected to generate a project through giving out these traits in their groups in a period of 4 weeks for each member to have a turn for the same.

The Bruce Tuckman's Theory is another theory which explains the stages which should be incorporated into any aspect of team leadership. According to Tuckman, the team leadership technique would follow the four basic stages; forming stage, where the group members forming a particular project work first meets one another. This stage helps the members socialize and work together as a team. Storming stage involves making a suggestion on how the group or team project should proceed where each person gets the chance to give his or her viewpoint on the task. After this stage, the members are assigned roles to move on with the project. This stage is known as norming. The group then move to the step of complete everything. This theory helps leaders to assign duties to the team members without having them land on the roles which they are unable to bare or handle effectively. It also enables the leader to understand the dynamics of the group and actually know their capability and functionalities. (Couchman, 2015).

The traits of this theory which a team leader needs to learn include inclusivity, respect, team building and influence. This will enable the leader to be respected amongst other members of the team. To make them understand these qualities, they are put into groups for a project demonstration to serve as the subordinate in that assignment, in order to identify how crucial it is to coordinate among all members. This should last for 2 weeks and the position of group leader will run the group for the week after.

The concept of how people get motivated in the theory by Douglas McGregor gives an empirical example with the kind of the people labeled X and that labeled Y. The perception of the individuals in these two regions differs and hence differs in the way a leader would wish to deal with them. For those who love the job, working their conditions is absolute good and natural way to boost the teamwork motion and achieve the goals set in an organization.

The theory thus enables the person in the leadership position to know exactly the kind of person or members involved in the project and how to effectively coordinate teamwork with them. The leader learns the qualities of understanding, organization, confidence, communication, and willingness to delegate duties to the team members. To make them learn this, they are presented with a demonstration situation with two scenarios of workers. First, the group with the qualities of theory X, are given certain roles and tasks and deal with them for 4 weeks. Another instance is a situation with the theory Y people. After a period of another four weeks, the samples from the two dimensions are mixed to end up with the ideal situation. In addition to these theories, the team analysis theories help the team leader to device appropriate mechanisms of dealing with the group members depending on the kind of feedback which have been obtained from any kind of team evaluation process.

The team leadership strategies follow the techniques of the democratic leadership style where every member is given a chance to participate in the process of the organization or the project. As the team, the leader under this can decide to empower a given member hence develop leadership skills from them. This creates a sense of great job satisfaction due to participation encouraged in this kind of leadership strategy (Couchman, 2015). Such leaders thus need qualities such as fairness and kindness to all, integrity, influencing group memebers, respect for others and willingness to delegate duties to others.

Reference

Belbin, R. M. (2012). Team roles at work: Routledge.

Ciulla, J. B. (2014). Ethics, the heart of leadership: ABC-CLIO.

Couchman, M. R. (2015). Tuckman's theory of group development in small nonprofit organizations and group efficacy. Capella University,

Northouse, P. G. (2018). Leadership: Theory and practice: Sage publications.

Scott, W. R., & Davis, G. F. (2015). Organizations and Organizing: Rational, natural and open systems perspectives: Routledge.