It serves to improve the quality of the candidate hired. Team members normally have hand-on experience in the work, so they are well versed with what the right person for the job should have.
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A leader should be motivating. By explaining these key aspects of the organization, and on a frequent basis, the team remains on course towards achieving the set objectives.
Employees and team members need to express dissatisfaction with the most common way to use a lack of commitment. Through spotting them, the leader will get to know, and solve the problem.
Individual teamwork skills are the perfect opportunities for the leader to know the areas that an individual is best suited, information vital for maximizing an individual’s output in the team.
According to Burke et al, (2006), not all leaders are born, they are also trained. Moreover, most of the leadership skills in the modern-day market are research-oriented, training for the role is the most assured way of getting it right.
According to Amabile et al (2004), by building relationships with the team members, it makes them confident, free and makes the workplace a fun place, the perfect recipe for innovation by team members.
Regular team meetings present the opportunity of solving any merging issues before they become hindrances to the team. They are also responsible for keeping the team on focus and functioning as a single unit.
The information serves to update the team of any new strategies, requirements, or regulation while motivation serves to keep the members burning in their respective roles towards the achievement of the set objectives.
Interpersonal and communication are the life of a team. They are key to spelling out how the organization functions. Through improving these skills, the team is able to move as a single unit.
Significant problems are easy to solve at the preliminary stages. By ignoring them, they grow to affect the entire team and by the time the leader responds, it might even require financial input to solve them. Timely feedback ensures the team functioning is not affected or significantly affected.
It is important as it determines how the team member or even the team tackles the response of the leader. Open feedback is assuring, and effective for it implies that the leader is tackling the conflict and those involved.
Rewards have a motivating capability. By rewarding persons, it helps build on competition, and extra effort, virtues beneficial to the team/organization.
Performance appraisal serves to keep team members on track and not only consistent but also productive.
Teams should acknowledge the role of the other in meeting the ultimate objective. This would mean the culture of the organization to be open and interdependent at certain levels.
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The different sections in the team would depend and/or collaborate with the other in their functioning.
For effective collaboration, there should be a protocol stating the collaboration level. The senior members should be open to set up the protocols.
Team Charter stipulates the rights that support collaboration.
Team boundaries state out the collaboration level.
Team members should be the players in the collaboration event. Openness and freeness supports collaboration.
Organizational goals should be dividable and have different teams play different roles in meeting the set goals.
The task of one team should be linked to a role-play by another team, for example, the financial section role in financing the procurement section.
Performance assessment of the organization as a whole challenges the teams hence increased collaboration for better results.
Amabile, T. M., Schatzel, E. A., Moneta, G. B. & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. Leadership Quarterly, 15: 5-32.