Teamwork is significant to the success of an organization. Teams are significant vehicles for the establishment of valuable solutions to the arising problems. Nevertheless, the creation and management of successful teams is not an easy task (Alexiev, Volberda, & Van den Bosch, 2016). For instance, it has been established that as the size of the group increases, the likelihood of collaborating efficiently reduces.
Large groups demand favorable conditions and motivation for enhanced cooperation and success. Large teams are less cohesive and have more communication problems than small ones. The realization of a positive organizational environment calls for a thoughtful process; significant investment of time, energy, and effort; and excellent conflict resolution, collaboration, communication, coordination, and comfort. Creativity is boosted when employees operate jointly. Members of a group should develop open, opportune, and respectful communication to safeguard their collective welfare. Effective communication arises when the members of a group are at ease expressing sentiments and ideas and are open to different viewpoints.
The attributes of a strong and successful group encompass effective communication, facilitated morale, excellent leadership, and the ability of the members to perceive themselves as valuable players. The members of a group usually become frustrated or displeased when they find that their opinions do not count or are not permitted to give their views regarding daily operations (De Jong, Dirks, & Gillespie, 2016).
Successful leaders should maintain the morale of group members high by promoting everyone’s contribution and valuing the recommendations offered. The members of a group desire to feel proud not just of being on the team but also having their ideas, achievements, efforts, and contributions treasured. On this note, leaders ought to create and uphold a delicate balance between encouraging every member’s input and recognizing them as individual participants.
Strong leadership is crucial for the realization of organizational goals. Successful leaders identify the significance of the supportive backing of the group, in addition to its people, center on every stakeholder, and seek the views of clients or supporters (De Jong et al., 2016).
Moreover, such leaders engage all members of the group and come up with smart, reasonable, well-defined, and excellently planned objectives. In this manner, the leaders generate a setting of mutual respect and trust while motivating the team members to become diligent. Effective leadership motivates the members of the group to collaborate toward common objectives, get involved in problem resolution, sustain individual responsibility, and discover a sustainable work-life balance.
The basis of any outstanding team is management that strengthens, orients, and ensures positive interactions of the members. A group cannot be motivated if the members do not understand what is expected of them or the objectives they are seeking to attain as a team (Cheruvelil et al., 2014). The goals set by a team ought to be challenging but not so demanding that the members become discouraged.
The set objectives should be consequential to make the members have the opportunity of receiving extrinsic incentives such as recognition, compensation, promotion, and intrinsic rewards; for instance, satisfaction and self-worth. Diversity is vital to the success of a team but necessitates proper management to achieve its potential. The connection of diverse standpoints may result in a profound conceptual reformation and fresh insights. If well managed, diversity has the capacity of increasing efficiency, morale, and creativity. This does not just rely on varied views but also exceptional addressing of arising conflicts, in addition to the smooth execution of novel and improved strategies.
References
Alexiev, A. S., Volberda, H. W., & Van den Bosch, F. A. (2016). Interorganizational collaboration and firm innovativeness: Unpacking the role of the organizational environment. Journal of Business Research, 69(2), 974-984.
Cheruvelil, K. S., Soranno, P. A., Weathers, K. C., Hanson, P. C., Goring, S. J., Filstrup, C. T., & Read, E. K. (2014). Creating and maintaining high‐performing collaborative research teams: The importance of diversity and interpersonal skills. Frontiers in Ecology and the Environment, 12(1), 31-38.
De Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134-1138.