Term Paper: Leadership and Teams Leadership Theories

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Along with this, the team leader should also consider the appropriate time and extent of stakeholder involvement. A lot of involvement by stakeholders can increase ambiguity in objectives; therefore, the involvement should be restricted to the concerned problem only (Luthans et al., 2001).

Systems concept is another initiative by researchers to formulate a conceptual framework defining the principles that can help team members to achieve goal congruence (Luthans et al., 2001). The main principles of this framework are described below.

Contribution of all members

Team work is not dependent on one individual, each member has to contribute and put in efforts to resolve problems and to deliver quality product or service. It would not be wrong to state that these teams are problem solving teams. For team work to be effective, the team leader should exploit the expertise of team members and use their individual experiences and diverse values to improve the quality of product. However, this is not a piece of cake and is based on a number of factors (Luthans et al., 2001). These factors are:

Accepatnce of diversity

The defining feature of interdisciplinary teams is the diversity in perceptions, values and cultural and professional background. Diversity opens rooms for new ideas and innovation and does not confine the member's thinking to a limited area. For example, in case of a problem all team members will view it from a different perspective and reveal different aspects of the same problem. In this way, a solution can be derived that eradicates this problem from its roots. On the contrary, in the absence of diverse minds, leaders normally prefer the old way of "group thinking." Team members will learn to accept the new challenges of life and continue to face them rather than ignore them (Luthans et al., 2001).

Learning / procedural reviews

Learning is a continuous and never ending process. Members require regular feedback of their work for continual improvement. For interdisciplinary teams, team members can provide each other feedback on their performance. For example, after a meeting, all members can take out some time to review the effectiveness of the meeting. This will involve the differences of team members, the way in which they were dealt with and the communication method. Also, an individual's contribution to the meeting can be evaluated on the criteria of whether it was helpful or not. Where there was conflict, it can be analyzed that what instigated this conflict, the way in which it was resolved and how to avoid it in future (Luthans et al., 2001).

Social skills

It is important for team members to blend in together, understand the other person's values and preferences and try not to hurt them in any way. This will create a positive energy in team members and they will look forward to working with each other. This willingness will then be evident in the quality of work produced. The main attributes are self-discipline and self-awareness, in the absence of these team members will be working only because they have no other option and this will reduce the effectiveness of work (Luthans et al., 2001).

Recognition of team interdependence

The concept of goal congruence means by working towards the objectives of the team, personal goals of individual will also be achieved. Team members will develop a sense of belonging towards the team; they will own the team and the work they have performed which will further enhance the effectiveness of project (Luthans et al., 2001).

Also, team members are dependent on each other in certain ways. Their individual work is of no use until it has been merged with the work of others. The dependency of team members relates to their roles in the team which will define the tasks to be performed, shared resources and shared objectives. Team members need to accept this dependency in a positive manner (Luthans et al., 2001).

Mutual support

Team members are working towards shared goals and objectives. This is not possible without mutual support. Team leader should encourage members to coordinate with each other as this will improve their performance. Team members can support each other in various ways, such as providing assistance in an area in which they have expertise, sharing resources and data collected, and continually reminding each other of their common objectives (Luthans et al., 2001).

My leadership skills

Members in a team are required to complete different tasks which will be compiled by the team leader in the end. In the absence of effective leadership, there is a risk that members focus towards performing their own tasks rather than working together and coordinating. Managing a team with diverse backgrounds is not easy. I need to effective communication skills to convey my ideas to team members. Along with this, I also need to have the following skills for my team work to be effective.

I should be able to acknowledge the different views and perspectives of team members and analyze whether the team can learn from any good attributes. For this to be possible, I need to be open-minded and accept other people's views.

I should have the ability to compile the works of team members in a way that their essence is also synchronized. It should not be a compilation of data, but the end product should meet the client's requirements and exceed his expectations.

I also need to be available 24/7 for any personal or professional help. While resolving team problems and petty issues I should not forget my main objective and ensure that the team is working towards it.

References

Bass, B. 1990. Handbook of Leadership, 3rd Ed. New York, NY: Free Press.

Bass, B. 1998. Transformational Leadership: Industrial, Military, and Educational Impact. Mahwah, NJ: Erlbaum.

Bass, B., & Avolio, B. 2000. Multifactor Leadership Questionnaire: Sampler Set, 2nd Ed. Redwood City, CA: Mind Garden.

Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K.S. Cameron, J.E. Dutton, & R.E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New discipline: 241-258. San Francisco, CA: Berrett-Koehler.

Luthans, F., Luthans, K., Hodgetts, R., & Luthans, B. 2001. Positive approach to leadership (PAL): Implications for today's organizations. Journal of Leadership and Organizational Studies, 8(2): 3-20.

Seligman, M., & Csikszentmihalyi, M. 2000. Positive psychology: An introduction. American Psychologist, 55: 5-14.

Seltzer, J., Numerof, R., & Bass, B. 1987. Transformational leadership: Is it a source of more or less burnout or stress? Paper presented at the annual meeting of the Academy of Management, New Orleans, LA.

Sutcliffe, K. &… [END OF PREVIEW]

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