First, the team formation process must be studied and fully understood by a team leader. It helps the team and the leader to understand and appreciate the stages that they are undergoing. It might also help to fasten the process in forming a successful team. Secondly, in order to form an effective team with great teamwork, the team members and the leader must understand what the success factors are. The teamwork skills are the key to a success team.
One way of trying to avoid these situations in a project is to begin with a ‘goal redefinition’ exercise to clarify what is expected of the project and the project team and the implications for each partner organization. This could be done through the project manager undertaking one-to-one interviews with senior managers who are not involved directly in the project in each partner organization, but who are nonetheless ‘key influencers’, finding out their expectations and what would and would not be acceptable. These interviews should include questions such as: • What are your expectations from the project and the project team? • What would you like to see change as a result of the project team’s work for your area? • What are the main dangers/traps facing the team?
Due to the advances in transportation and communication, the world is becoming more and more integrated. From business to culture, ideas and world views are being meshed together from globalization. So why should cities not adapt too? Why should they have a historic identity? The answer according to Rem Koolhaas is that a city shouldn’t have an identity it should be a “Generic City.” “Identity is for sharing the past and the past is getting less and less important.” What Koolhaas is trying to say here is that cities are too focused on their past and driving tourism up that they are doing a disservice to the city and to its citizens.
In accordance with The Best Practice Guidelines, coleaders will process the group with another colleague in order to have an outside evaluation of the group and its’ effectiveness. Topics to be discussed should include if there were any topics or concerns that weren’t able to be covered by the group, and why they weren’t introduced to the group. What was a strength or weakness of each leader – what was a strength and weakness of the coleaders together? Were there any disagreements during the process? Did one leader tend to take charge or take more responsibility of the group?
Specifically, a person has a need to know others ' expectations of the rights, duties, and responsibilities of the role, the behaviours that will lead to fulfilment of these expectations, and the likely consequences of these role behaviours. Role ambiguity results when these three types of information are non‐existent or inadequately communicated. Organizational factors (e.g., rapidly changing organizational structures, job feedback systems) and individual factors (e.g., information processing biases) may cause role ambiguity. Consequences of role ambiguity may include tension, job dissatisfaction, and turnover. It is useful to distinguish objective role ambiguity from the subjective role ambiguity experienced by the person in the role.
A leader would assign task, and then clear any roadblocks. I would see roadblocks as material things, such as funding, adding additional personnel or equipment. House (1996) discussed the scope of his theory he stated "It concerns relationships between formally appointed superiors in their day to day functioning." (p325) This I understood, what I did not understand prior was the Behaviors between Leader, follower and environment. The relationship is what I did not recognize as a leading cause to this theory working.
Working well with others, being open-minded, and having respect are all ideas associated with teams. Within a team, all players must do their job as one piece in the whole machine. Without each individual doing their part the entire team will be inefficient. In order for the product to be made, each teammate must do his or her part. The same qualities can be asked from coaches.
Transformational Theory Transformational Theory is a leadership style applied where the leader act as changing agents in the organization which the leader itself want to change and transform the organization to become better. The leader also try to develop role and commitment to the employee toward the achievement of the organization goal. This leadership style rarely applied in the organization because most of the organization just want to maintain the current practice unless for the organization that started want to transform to become big organization. There are four elements of transformational leadership which are: a) Develop and communicate a strategic vision The leader develop new strategies and challenging vision toward the achievement of the organizational goal. The vision must be what we expect the organization in the future and then discuss together with the employee to give them clear image what they have to achieve with the new vision and strategies of the organization goal.
To identify effective and ineffective leader/ manager it is necessary to understand that there is first a difference in leadership vs management. Leadership stands for the leading / the leader which can appear in any setting and without any relevance of internal or external level. Simple anyone can be a leader under certain circumstances. Management, on the other hand, is a position which is specific and focused on following a certain goal setting in which the managing/organizing of work performance, workers, specific orders etc. is the goal and reason for such position and requested by a professional environment.
The ideal boss in such cultures tries to look as impressive as possible, and subordinates expect to be told what to do, and not to be consulted . 2- Individualism Index describes the extent to which individuals define themselves through their individuality. People define themselves more through their role or position in the group and less through their personality. 3- Uncertainty avoidance index represents the degree to which uncertainty and ambiguity are felt as threats by employees. This shows also how they can handle anxiety and stress at work.