1. Introduction Over the past several years, business organizations have seen an increase in the use of teams and groups (Montoya-Weiss, Massey, & Song, 2001). Furthermore, many companies have implemented team-type incentive systems to increase production (Bunderson & Sutcliffe, 2003). Large companies are commonly divided into smaller departments that are managed by leaders in those fields. These team leaders are in charge of project management, organization and employee wellbeing. The latter, in particular, has become a major focus in team organizations. Not only does the individual’s emotional wellbeing influence their job satisfaction, it has also been shown to have an effect on other members in the team. The implication of this is that the team leader holds a role in shaping the team norm and affective climate of the workplace. This in turn, has a role in determining team effectiveness. This study will investigate the role of the leader in developing team norms, affective climate and team effectiveness through interviewing a staff member in a managerial position at the accounting firm Ernst & Young. 2. Literature Review In general, team effectiveness refers to the team’s ability to meet business demands and the ability to work together effectively in the future. Specifically, the effectiveness of a team is determined by its collaborative ability in conflict resolution, problem solving, communication, goal setting, and task coordination (Taggar & Ellis, 2007). An effective team requires cohesion that is dependent on a combination of factors. Amongst these, a factor of particular importance is the emotional well being of the team and its members (Pirola-Merlo, Härtel, Mann, & Hirst, 2002). Extensive research has shown t... ... middle of paper ... ...251-1262. Pirola-Merlo, A., Härtel, C., Mann, L., & Hirst, G. (2002). How leaders influence the impact of affective events on team climate and performance in R&D teams. The Leadership Quarterly, 13(5), 561-581. Taggar, S., & Ellis, R. (2007). The role of leaders in shaping formal team norms. The Leadership Quarterly, 18(2), 105-120. Tse, H. H., Dasborough, M. T., & Ashkanasy, N. M. (2008). A multi-level analysis of team climate and interpersonal exchange relationships at work. The Leadership Quarterly, 19(2), 195-211. Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. West, M. A. (1990). The social psychology of innovation in groups. Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
The purpose of this paper is to give a review of the book, The Five Dysfunctions of a Team by author, Patrick Lencioni and provide teams and team members with a sense of the strengths and weaknesses that can be used to make or break teams in certain areas. The following will give you a summary of Patrick Lencioni’s teamwork model and how it can be a road map for your team and your leadership skills.
This case study tells us that the varied perceptions of every individual in a team will give rise to communication barriers (perceptual barriers). Fear, opportunism and mistrust also stops us from communicating effectively with our co-workers (emotional barriers). Knowlton Roberts is collaborative team leader and hardworking man. He is insecure and he generally don’t reveal those insecurities with his boss or team. Dr. Harold is the Director of research and supervisor of Roberts’s team. He has very high expectations of his group and he is not attentive to his team. Rankle is a new comer who is brilliant, aggressive, opportunist and not a team player.
I am a shift leader for Walgreens Inc. I work at one of the financially worst stores in the district. The possibility of the store being close is even greater because the store cannot meet sale goals. Naturally, the heaviest burden is places on the team members. For example, team members losing hours, causing team members to lose sales, more responsibility placed on team members, and less chances for team members to recharge and relax. Eventually, these changes in the workplace dynamic could cause severe reductions in team members’ morale, in an otherwise normally positive and happy staff. Therefore in this paper, I will provide ground breaking research that explains the issues of low staff morale and propose ideas for coping with
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Significance: from our perspective, the Lewin, Leppit, and White study is important because it created an awareness of the possible effect on a group of a leader’s style. In addition, it helped to make people more sensitive to the importance of the psychological atmosphere in the group. This atmosphere can influence not only group productivity, but also psychological variables such as tension, frustration, and conflict. Thus, the specific findings of the Lewin, Leppit, and White study were not as important as general awareness and sensitivity to the importance of ...
Gaddis et al. (2004) showed that while giving negative performance feedback, if leaders displayed positive emotions (happiness, optimism) then the perception of group members’ of leadership effectiveness and group performance were higher than when leaders showed negative emotions (anger, pessimism).George (1995) showed that positive mood of leader was positively related to team performance. George proposes several theoretical mechanisms
An effective team typically develops through several stages. Tuckman and Jensen developed a model for how teams should develop that includes five stages: forming, storming, norming, performing and adjourning (as cited in Martin ,2006 and Fulk, Bell,& Bodie ,2011). In forming, the first stage in team development, team members are introduced to the team’s purpose and goals(Martin, 2006 ; Fulk et al. ,2011). Fulk et al. (2011) explain that members are usually motivated and excited about working together to accomplish the specific goal, but they point out that interactions among team members can be affected by uncertainty about purpose, anxiety, mistrust ,and reluctance to share ideas and opinions. Nevertheless, despite such uncertainties, team members usually avoid conflict and move on to the next stage, storming(Fulk et al.,2011). Unlike the forming stage, the storming stage is marked by conflict (Martin...
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
Stewart, G., Manz, C., & Sims, H., (1999). Teamwork and Group Dynamics. New York: Wiley. pp. 70- 125.
Parker, G. (2009). Team Leadership: 20 Proven Tools for Success. Amherst MA: Human Resource Developement.
Wegge, J., Dick, R. v., Fisher, G. K., West, M. A., & Dawson, J. F. (2006). A Test of Basic Assumptions of Affective Events Theory (AET) in Call Centre Work1. British Journal of Management, 17(3), 237-254.
Individuals have their own personalities that can influence their enthusiasm and productivity within an organization. In addition, individuals also form groups and are part of teams that work together to reach a common goal within organization. According to Gibson, Ivancevich, Donnelly, and Konopaske (2009) dedicated and cohesive teams can have a tremendous impact on organizations effectiveness and the global market. However, all of this happens within the frame-work of office politics and can hinder or enhance the organization’s effectiveness. Therefore, it is important to not only understand individuals, but also groups, teams and office politics within the organization. This will help leaders to plan, organize and motive individuals and groups for the best possible outcome for the organization.
Teams have been around for many years. It is vital for members who are a part of any team to work together so that their labor is not in vain. A major advantage for working cohesively as teams is greater output and interpersonal skills. The drawback of not working in uniformity can lead to project delays and time constraints. Organizations create teams with the purpose of fulfilling certain obligations and acquiring business success. Roming (1996) states that togetherness and dependability means that members within the team assist each other and the team. Which in turn, yields a better-quality product.
In order for a work place to be successful and beneficial to everyone involve in the company, teams needs to be form, and each team must have a goal in mind. Employees must come together to accomplish a common goal. Teamwork will not only benefit those involve in the project but it will also have a huge impact in your business.
In order for teamwork to be successful in the workplace it involves building a relationship and working with other people. The ability to work as part of a team is one of the most important skills in today’s job market. Working cooperatively and contributing to groups with ideas, and suggestions benefits everyone. A key to team effectiveness