1. Outline the role of the team leader Leadership can be hard to define and it means different things to different people. Team leaders serve various roles in an organization but their main role is to lead a group of people in order to achieve a set goal, help to provide the best services with the use of available resources. To be able to achieve aims of the organisation people must be committed to work and willing to give their time and energy to something that they believe in. The role of the team leader is to motivate people to effective and hard work to the highest standards by promoting positive teamwork and by acknowledging their efforts.
The picture that pops in the reader’s mind of an effective leader is one that can offer right solutions of any challenges within the sector. Such a leadership must show strong and confident authority in the provision of clear guidance, and vision in handling matters with ease and calm. There is an enormous belief that in order to qualify as a real leader, the three attributes: Be, Know, and Do must come into the picture. Keywords: Leadership, command, “Be know Do” Army’s Be Know Do leadership style So what is leadership? Leadership is a process.
Managing Time- A leader should be able to identify and differentiate between urgent and important issues. Sometimes a task maybe important but not urgent, while other times it can be urgent but not important. A leader is responsible to manage the flow of day to day operations and meet deadlines. Communicating Effectively – Being the main channel of communication between the team and the organisation, Leaders must possess outstanding communication skills in order to exchange information between team members on goal setting, task assignments, work scheduling, problem solving, providing constructive feedback, praise, discussions, addressing conflicts etc. A good leader should lead by asking questions, listening, and facilitating constructive communication to build trust and respect.
C. Vision Statement: (This should be an inspirational statement that captures the team's aspirations.) D. Shared Values: (eg., honesty, mutual respect, etc.) (Please offer rationale and a working definition for each team value.) E. Desirable team behaviors and consequences for non-compliance: (eg., punctuality, effective "listening," no harmful "group think," systematic documentation of important team communications and decisions, etc.) (Please explain what you mean by each desired behavior and why you believe it to be important for effective teamwork.)
Skilled Influencer - Demonstrates the ability to influence to gain the necessary commitment and support from diverse stakeholders in pursuit of organisation value. 5. Courage to
Values influence the leader’s character and professional development, instilling a desire to acquire the essential knowledge to lead. Leaders apply this knowledge within a spectrum of established competencies to achieve successful mission accomplishment. The roles and functions of leaders apply to the three interconnected levels of leadership: direct, organizational, and strategic. Within these levels of leadership, cohesive teams can achieve collective excellence when leadership levels interact effectively. According to the presented research, the relation between cultures and leadership styles is confirmed, therefore the managers are recommended to pay attention to cultural differences in the organizations in order to have more effective and efficient leadership, and to recognize cultures existing in their work scope correctly to provide a suitable style of
• Functional Theory. How communication in groups promotes appropriate consequences-sound reasoning, critical thinking, the prevention of errors, and the building of productive relationships among group members. Functional Theories is the communication as the tool for group members to use to solve problems and make decisions. Task 2 I believe that the systems theory has the highest because it is open to and interacts with their environments. This theory focuses on the arrangement of relations between the parts in which connect them into a whole.
Associate Level Material Appendix D Contingency Theory of Leadership |Description of work environment | | | |The work environment I intend to create for me and my staff, is for us to treat one | | |another with respect, create a feeling of unity and team spirit, give credit and | | |take responsibility for your actions, build trust and keep all conversation in a | | |positive manner. Be approachable and come to work prepared and bring a welcoming |
Three factors work together to determine how favorable a situation is to a leader. These are: Leader-member relations - The degree to which the leaders is trusted and liked by the group members, and the willingness of the group members to follow the leader’s guidance ,Task structure - The degree to which the group’s task has been described as structured or unstructured, has been clearly defined and the extent to which it can be carried out by detailed instructions and Position power - The power of the leader by virtue of the organizational position and the degree to which the leader can exercise authority on group members in order to comply with and accept his direction and leadership. The help of these three variables, eight combinations of group-task situations were constructed by Fiedler. These combinations were used to identify the style of the leader. The most favorable situation is when leader-member relations are good, the task is highly structured, and the leader has a strong position power.
In the process, membership expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals. Individuals begin to understand one another’s interpersonal styles, and efforts are made to find ways to accomplish team goals while also satisfying individual needs. Norming Stage The norming stage of team development, sometimes called initial integration, is the point at which the members really start to come together as a coordinated unit. Holding the team together may become more important to some than successfully working on the team tasks. Performing Stage The performing stage of team development, sometimes called total integration, marks the emergence of a mature, organized, and well-functioning team.