An Analysis Of Leadership In Teams
Learning Team Leadership Analysis – Preferred Conflict-Handling Style
©Adrienne F. Manson No part of this work is permitted to be copied or republished without the author's consent
Collectively a team strengths are comprised, collaborating, and accommodating. In analyzing a team effectiveness, score according to a conflict-handling leadership assessment this team’s collective values are longitudinal evaluated. A analysis showed an appraised value first in collaborating and comprising. Analytically the lower tier scores were avoiding and competitiveness, although these scores were lower in dissecting a team’s strength a lower tier scores eliminates the sometimes problematic power struggle which can cause a team to have complications in completing a task.
A collective perspective of a team was in unison to delegate duties to members who volunteered to take on a task. In analyzing a team’s effectiveness, equal distribution was given in order for each member to take a full stake in the responsibility of completing the task. As a team the lower tier score of avoiding presents a minor disposition of not complicating matters. Each team member prefers to avoid conflict by resolving any issue or dilemma that may hinder the progress of a team.
In translating how these scores describe each team member’s leadership style according to Kilpatrick and Locke their academic research on leadership best details the momentum of a collective leadership theory which supports a team’s method of leadership. Locke stated, “Leaders are better at overcoming obstacles than non-leaders. They have the capacity to work with distant objects in view and have a degree of strength of will or perseverance” (Wren, J. T. 1995). A team’s conflict-handling style as a whole had a positive impact on a team’s ability to follow through on the project. The core characteristics which motivated a team were endurance, perseverance, and tenacity.
In analyzing how a team’s conflict-handling style facilitated a team to become successful each category illustrated the strengths, and weaknesses of a team. Each score gave insight of how to circumspectly develop a strategy in order to secure a continual flow of progress. Each score is valuable, and has a perspective place in learning how to work together in a team. Team building must have leadership, organization, cooperation, delegation, and commitment without these elements of a team it would be difficult for a team to overcome obstacles which may arise. A successful team is a team which understands how to handle complications.
The scores on the assessment dictate how each team member would respond to a particular situation that could present itself during a project. The scores on the assessment is a valuable tool which gave information on the possibilities on how a team member would handle a conflict situation.
The assessments given often depict an aspect of intriguing development or interpersonal skills that determine leadership characteristics in leaders. The scores provided by these substantial assessments prove accuracy in universal studied results that determines relevancy.
It's often said that these assessments resemble a negative norm of individuals who would test different if a non coherent assessment was implemented in real time. Often times assessments resemble the merging success of like attitudes and demeanors in regards to business relationships.
The value of appropriate assessments being used as measuring tools for business relations in regards to new hire and team positioning evaluations is vital. Many challenges and hardships arise when developing successful teams of greatness, to properly place these remarkable individuals is vital. In essence the wrong match of opposite assessment scores could become a team conflict, the mismatch weaknesses or strengths could play a positive effect in the development and efficiency of a team. To truly understand and embrace the revealed scores is appropriate. The difference between many members of a team is that all will have unique attributes in regards to leadership. Many leadership models and theories were discussed in week four that play an important role in the development of exceptional leaders. Many of these theories expressed detail in regards to dominating leadership among followers. In the assessments taken leadership styles that were preferred for conflict handling style and my preferred form of power resulted detail information that resulted my leadership characteristics. Many team members within our group developed positive and exceptional ways of determining leadership progress.
Analyzing all data received is shown singularities in behaviors and best practices with their handling leadership and translating conflict handling styles. Remarkably the leadership adopted from my personal experiences referred to several different approaches. The four theories that best describe my leadership analysis were the trait approach, the power and influence approach, the charismatic approach, and the transformational approach. These were theories related to my team and their results pertaining to their assessments. In relation to our assessments these styles would guarantee leadership success and conflict success in helping our team obtain greatness. Many factors tie into the implementation of team ideas and team transformation, the leaders that determine when to apply these attributes posses leadership demeanor, and reliability character.
In analyzing a team assessment scores it is apparent that leadership styles of laissez faire have a positive role within organizations. Leaders who follow the laissez faire model give great opportunities to teammates to take the reins in completing projects. When analyzing a team it consist of several parts to make a whole unit which is jointly fit together to function as one unit working toward a common denominator goal which is to progress a team forward to the next level of productivity.
Corporations thrive on high levels of productivity which is equivalent to revenue, manufacturing of consumer goods, and/or healthcare instruments for those who are scientific and work toward finding solutions in medicine.
The parts of a well-organized team are:
In the forming stage a team takes it shape. In this stage each member discovers their individual position, and how their part will complement a team to advance toward making a team a well-organized unit.
Based on Tuckman’s theory of bringing a dysfunctional stage in a group or team it is important for the group/team to conform in order to regroup and maintain the focus of a team’s designed assignment. During the team building stage of conforming it is crucial for a team to realize there is a necessity to regain the original expected outcome.
Tuckman synthesize and categorizes storming as the time within a group or team where resistance takes the form of team mates being uninterested in working on the behalf of the leadership to finalize the task.
The performing stage reassemble the cohesiveness of all team members working together in a manner relating to high morale, and benefits for the commonality of completing a project within the framework, and schedule according to the deadline.
In analyzing team member’s style of leadership several factors are taken into account when due diligent is considered.
a.) Have each team member submitted task in a timely fashion?
Was the task given first priority in taking due diligence into consideration to successfully produce a finished task which was of quality standing?
In conclusion how important is it to understand the complexity of building and leading teams which work effectively, efficiently, and cohesively? Team building is an essential part of every organization. Organizations that have a comprehensive understanding of the integral part of team building will have a team that produce customer service at high standards, and have quality assurance as part of their daily routine. Quality assurance is an essential part of team building whether working in small groups in a learning environment, or in the workplace. Every group must implement within their procedures the necessity of having quality assurance.
Great leadership will develop their teams with the all the essential steps of forming, conforming, storming, and performing. Every team will undergo change as part of their journey to success. It is in understanding how to weather storms of change within a team which will dictate how successful a team will become. Respect of teammates, time, opinions and the ability to work together in a harmonious way will throttle a team to a stronger landing place.
Teammates who will work together and thread the waters of change are an assess to every team. Teams are also building with co-leadership, co-leaderships are the individuals who can step in place and perform the duty of the leader in his/her absent. This is a segment where some teams are missing the ingredient of having an individual who can step into the leader’s shoes, and perform tasks in order to keep a team moving forward. With this in place it keeps a teams from becoming stagnant while a leader may face a situation that will cause his attention to be focuses on other duties. Every team must understand that unexpected events will occur, and every team must be prepared for the unexpected. When teams can handle the events of the unexpected well this is the product and making of a team of greatness.
The implementation of strategic planning and development, in reference to the characteristics and demeanor correlate a diverse team of leaders and self-motivators. The theories expressed within this analysis resemble accurate reflections of chose tactics of leadership. The intriguing style of leadership within organizations and major corporations depend greatly on the building and structure of air team of professionals. In this structure several examples of well-formed teams were identified, and many theories were collectively gathered.
Avolio, B. J., Yammarino, F. J. (2002). Transformational and Charismatic Leadership: The Road
Bonehaight, D.A. (2010). 40 Years of Storming: A Historical Review of Tuckman Model of
Chaudhry, A.Q., and Jusnain, J. (2012). Impact of Transactional and Laissez Faire Leadership
Clawson, J. (2006). Level Three Leadership: Getting Below the Surface. Prentice Hall, Section:
Shuck, B. H., Mogan, A. (June 2012). Employee Engagement and Leadership: Exploring the
Coverage of Two Frameworks and Implications for Leadership Development in HDR.
Wren, J. T. (1995). The Leaders’s Companion: Insights on Leadership Through The Ages. New York: NY. The Free Press
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