Moyes, (2007) has meanwhile explained three main factors influencing the performance of the team: the elements of the team itself, the team support by managers and by other sectors of the organisation, the internal process of the constitution of the team. Mani, (2010) indicates that the main factors affecting the performance of the team are the team structure and process team. The factors of the team structure include the diversity of the composition of the team, the size of the team and the combination of the roles in the team. The factors of team processes include team environment, team learning and self-management, team motivation and assessment of team performance. In terms of organisational environment, Stringer, and Didham, (2011) noted that previous research on the performance of the team generally neglect the relationship between the organisational system and the performance of the team.
When moving from individual SA to team SA, it is first important to understand the basic concept of what is a team. According to Salas, Dickinson, Converse, and Tannenbaum (1992), a team is comprised of two or more people who work towards a common goal by assigning specific roles for each of the team members. From this perspective, team members must share information and knowledge and to make decisions together and perform adequately. these cognitive constructs, together with team SA crate the concept of Team Cognition and are crucial for the performance of the team (Cooke, Salas, Cannon-Bowers, & Stout, 2000). One key element in teamwork is communication because it enables the team members to share information regarding the task at hand and
Leader Leader exerts the greatest influence on the team and is responsible for the overall project scheduling and deliverables. Effective leaders must change as the needs of the team evolve. Additionally, leaders understand that their role involves both task roles and responsibilities associated with nurturing the emotional or people component of the team. A good team leader listens constructively to the membership of the results that the team is charged with delivering. Nygren & Levine, (1996), Team leadership represents a third characteristic of effective team performance.
It can be perceived through three elements, which are role modelling, reward and punishment, and also reinforcement. ethical role modelling necessitates that the decision-making and behavior of the leader is sufficiently visible and salient to be observed by followers (Brown and Treviño 2006). It is essential that ethical leaders are aware of how their decisions and behaviors might be interpreted by followers, make efforts to avoid conduct that could be perceived as inconsistent with moral norms, values, and rules, and explicate the reasoning behind their decisions and behaviors if needed (Van Wart 2005). For reward and punishment, it is considered as key to be a moral manager. People are more likely to refrain from unethical conduct when that behavior will result in punishment, especially when the punishment outweighs the reward that one would get from committing the unethical behavior (Kaptein and Wempe 2002).
to the organizational goals and objectives will be made possible. Your ultimate goal is to make sure that members are encouraged to follow group objectives instead of their own personal objectives; which could have a direct implication on the success of the organization. In selecting or developing a leadership style, you must know that how you react to problems, resolve crisis, relate to members and reward or punish them are some of the ways that you going to be judged by your members. Your effectiveness will depend on how you can influence and control your members towards the common final goals and objectives. The financial position of the organization has a direct correlation with your leadership style and the success of a program or the
Leaders select the right person for the right job because they know about the strengths and weakness of their team vs compare to the trainer just tell us how to perform in the particular situation with specific behavior. Leadership tells about the caring and training tells about the knowledge. So training is important for the entry level employees to give them the knowledge but if you want effectiveness within the organization you need leadership with training, good leaders on the executive positions. Leadership can be taught by the training but for that, a person has its own desire to be a leader. A good training gives direction towards leadership but for that, you must be passionate to be a leader.
Fiedler's contingency model focuses on the match between a leader's style and the characteristics of the situation. While I deploy supportive leadership styles and I emphasise on showing empathy for others and providing moral support and assistance to others, my main objective is to get the job done. 4.0 Traits and skills of supportive leadership Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Supportive leadership style is more transformational, emphasizing effectiveness. It is a naturally organic and emotionally sensitive style and is especially useful in circumstances such as change.
In determining my leadership style, I will assess my strengths and weaknesses in order to evaluate the ways in which I could demonstrate positive delegation with optimal performance. Thus, the qualities that make someone an exceptional leader is directly correlated to the character traits which dictate their leadership approach. First, in the assessment of my strengths, I believe that I have attitude for success which drives me to be the best at what I do. Through this attitude, I push myself to be the hardest worker in the room in order
According to him, a good leader must be experienced person since he/she must lead people to achieve specific goals. Moreover, he asserts that a good leader must be patient, he/she must listen people and take their advice. According to him, leadership success can be assessed by investigating how much information that the leader can get from the others. He mentioned a good leader must plan schedules well for attainable goals and also must organize people to reach those goals. Also, he said that a good leader must be good at human relations but if it is required, he/she should be able to be autocratic.
The goal theory The goal theory of motivation developed by Edwin A. Locke suggests that individuals are motivated when they are specific GOALS. The goal theory therefore primarily concerned with employee motivation. Participation in goal setting is essential, as is feedback on performance. Locke proposes that difficult but based on agreement. Overall, the important aspects of Locke’s goal theory are: 1.
Week two talks about leadership qualities. Leadership is how an individual influences another individual or groups to achieve a common purpose. For a leader to achieve its set purpose or vision towards individual, organization, or a group, influence is the aim. Influence, therefore is the ability to direct or indirect manipulation to get others to act or respond in accordance to a leader’s want or desires. When a leader leads, the leader will often times have the people he or she is leading conform to his or her ways of doing things or at least agrees with the leader, which in this case regard as being obedience.