These activities comes within the umbrella of human resource i.e Resources, time, funds, machinery and other important things which is related or involved to achieve a particular task. The differentiation between Management in comparison to Leadership is based on handling or managing human resources within limited machinery or funds to get the desired output with high standards. Leadership Leadership is based on empowering the team to achieve a particular task, keep the focus to achieved a particular task and keep the human resource or team motivated. Also, leadership gets involved in identifying and getting the best out from each team member, utilizing individual potential to achieve the goals successfully. The leadership is all about leading by example, creating a good work environment and empowering teams to be successful.
What is team working culture? A team can be defined as two or more people who coordinate their work to accomplish a specific goal. Team culture can be defined as individual members give their level best to achieve common goals. This definition mainly discuss that team include more than one person and team give their best talent to achieve their common goal. Team work has many advantages such as: • Problems can be resolved with the people who has different knowledge, skills and experience.
Leaders have a general understanding that high-performance work teams are often composed of a combination of people who have talent and skills that are necessary for the success of a project or goal. Teams also need to have purpose and realistic goals, performance ethics, incentives and motivation, efficacy, leadership, conflict, communication, power and empowerment, and norms and standards (Robbins & Judge, 2015). High-performing teams are also incredibly synergistic and are social entities that work toward the achievement of a common goal or goals whether they be short term or long term. These teams should exemplify a total commitment to the success of the project/goal and respect and commitment to each other. In short, team members do better work when their roles are clear, when there is perfect synergy between each member of the team, and when the incentives to do great work are
It is necessary that team leaders build their confidence and trust among the other team members. • Strengthen the mix and level of skills. Effective team leaders need to be clear about the skills required in the team as PAGE 15 they are responsible for functioning
Leaders need to have charisma, and have a combination of expertise, dedication, commitment, motivation, focus, and care for others. Leaders understand the need and are naturally goal-oriented. A team leader is responsible for guiding the group as they accomplish a project. They hold responsibility for developing and implementing a timeline the team will use and also listen to every employee’s strategy and implement them into completing the project. On the other hand, good team members have a shared agenda, by adopting the objectives of the leaders but with the individual goals of team members.
This type of leadership style can be useful when quick decisions are required without consulting a large group of people. It also allows the members of the group to focus on a specific task without worrying about making decisions and it also helps the member to expertise, in particular task which will help them in future. However, autocratic leadership can be useful at times but in some situations, it can be problematic. Many researchers believe that autocratic leadership often leads to lack of a creative solution to the problems as all the decisions are made by the leader without consulting any member of the group. This style can be used efficiently if the leader has the access to the required information that other members of the group don’t have.
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. The relationship between the team and the organisation mean that big changes organisational system may result in changes to the team based on this system. People do not need to intervene directly in the team to change its performance. The interference of the organisational system can affect team performance. In this regard, Rukhmani, Ramesh, & Jayakrishnan,
Basically, the team is no longer synchronized with each other, because the team members cannot move forward with transitioning to self-managing, problem solving team based on the related organized task that necessary to maintain group cohesion. The team leader in essence will struggle to some degree to maintain group “cooperation and adaptation and empowerment…allocating decision-making authority and creating sense of ownership of the job, missions, or project assignments.” According to Thompson “unfortunately, managers seriously underestimate how coordination problems…does affect the team size, larger teams are less cohesive, and members of large teams are less satisfied with team membership, participate less often in team activities, and are less likely to cooperate with one
Most of the interviewees had faced challenges that affected the success of their coaching experience. The most mentioned challenges were linked with the Executive Coachs’ qualities: - Lack of good business and industry experience (The coach has not faced difficult leadership challenges, taken risks or made mistakes in business world.). - Lack of leadership experience from the real business world (not being able to identify or see the real challenges). - Lack of taking risks with client, in other words, to challenge leaders more. Many leaders felt that the coach was too soft on them.
.0 Introduction 1.1 What is Leadership? According to McShane and Von Glinow (2004), a leader must be able to "influence, motivate and enable others to contribute toward the effectiveness and success of the organization." There are core characteristics of leadership which can be seen as five aspects of an individual, (see appendix), the most important characteristic is that the group is seeking to achieve a goal or target and the leader is the one to help the group achieve this goal. (Howell and Costley 2006, p. 5) 1.2 What is change management? When change is introduced to an organisation, ultimately this change is going to affect one of four parts of the organisations operations; the processes, the systems, the organisation's structure or