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For effectiveness of any team, the team members themselves must be effective. The number of members in a team does not matter, what matters is the ability to work effectively together. Common timelines, visions, agendas, and goals must be shared by the members. In case these things are not shared, moving forward becomes an issue (Hitlin & Piliavin, 2004). Therefore, the team leader should put the team values first.
Attitude is the most important as well asmost difficult aspect that an individual can be made to change.Great attitude is what is required in any team member; a person who can solve problems as opposed to creating them; an individual who says ‘I can’ as opposed to ‘I cannot’; and one who is interested to learn as opposed to one who is not interested. Team achievement can be stimulated by positive attitude, while negative attitude demoralizes the entire team (Iversen, & Hem, 2008). Team leaders, hence, should seek attitude first.
In addition, when an individual’s general impression is reached at without abilities and skills measurement, then the ‘halo effect’ is arrived at. This can be from the individual’s appearance, his or her sociability, as well as intelligence. When a team leader selects members from the ‘halo effect’, or what he or she perceives of them, a problem is created.
This is because in due time their true colors start to come out (Hitlin & Piliavin, 2004). Keeping members with the ‘halo effect’ due to the additional work they are performing, due to them being friends with the leader, or the leader perceiving them to be similar to him or her, weakens the group.
Besides, for any project to be successful, different qualities and skills that are not found in every person are needed. Team leaders should seek members with different personality types as this enhances difference in the provision of views that relate to the project, for instance, what is required, the design, the development, or even the procedure of implementation (Hitlin & Piliavin, 2004). The diversity of views enhances the problem and solution widening. This reduces the requirements misunderstanding risk.
In choosing members, a team leader should look for the following personality traits, in order for the venture to be a success: aggressive and hardworking, as opposed to one that is relaxed; one who risks as opposed to one who is cautious; strategic as opposed to analytical; and a lateral thinker(Hitlin & Piliavin, 2004). Diversity of personality types helps in handling a project’s diverse circumstances. Therefore, team leaders should look for the perfect personality types’ blend, for the successful completion of the project.
Lastly, the individuals’ relationships and processes entailed in decision-making can be affected immensely by emotions. Anger makes team members not to achieve a lot. It, as well, makes it hard for the members not to want future work relations (Iversen, & Hem, 2008).
When people who have emotional intelligence work together, they are capable of dealing with minor issues, as they first deal with the interests of the team. They are also able to face and find solutions for serious issues, and any disagreements that may come forth can be dealt with well.
From the above essay, it is therefore important for any team leader to be wise when choosing his or her members. He or she should ensure the values of the team are put first, in order for its goals to be reached. A team leader should choose members out of merit; ones with the right attitude, skills, as well as control of emotions as opposed to basing the criteria on appearance and perceptions.
Hitlin, S., & Piliavin, J. A. (2004). Values: Reviving a Dormant Concept. Annual Review of Sociology, 30, 359-393.
Iversen, N. M., & Hem, L. E. (2008). Provenance associations as core values of place umbrella brands: A framework of characteristics. European Journal of Marketing, 42, 603-626.