Leaders have to set the standard by being empathic, supportive and use a range of different leadership styles to develop and maintain the team, they also have be fair and consistent, as workers that feel they are unfairly treated by a manager will not show loyalty and will do the minimum. The leader also has to demonstrate capability and experience, as having workers that are more highly achieving than the leader breeds resentment. Tuckman (1965) described the stages of team development as ‘Forming, Storming, Norming and Performing. As teams travel through these stages trust, respect and understanding of individual’s strengths and tolerance of their weaknesses is established. This process allows individuals to learn about each other personalities, coping strategies and response to pressure, allowing for bonds between members to be formed.
These goals need to link with the organisations goals and KPI’s to help create a more efficient workplace. These goals become your team’s/team member’s performance measures in the form of KPI’s, These KPI’s measure your team’s effectivness and assist in highlighting strengths and weaknessess in the team. 2) Create and maintain a supportive, committed team How members of a team relate to each other dictates how successful that team will be, so having a supportive and committed team is critical and can make a significant difference on the performance of individuals and the team as a whole. Establish your teams rules, the ground rule are a set of standards that address how
Decision making with your employees will let them gain respect for the leader and become more determined. This style will bring strength between you and your employees. Laissez-Faire-This style is used when the leader is lazy or distracted, it’s more of a you do what you want style. This style can be used when the team is highly capable and motivated, it’s when the team doesn’t need close monitoring or supervision. This style can cause failure when the leader expects the group to make the decision between themselves when they are un sure about what they need to achieve and how they need to accomplish the task.
Communication Theory Barbara J. Walker HCS/320 7/18/2011 Kristin Thrun INTRODUCTION When working in teams sometimes it can be hard especially when you have one person that doesn’t want to cooperate. It also can be a lot of fun when you get the right kind of people. You may find some people that want to take charge and do all the work instead of working with a team. Then you have the ones that are laid back and don’t care as long as they are working. I enjoy working with a team because you get to meet new people while you are working and it makes the time go by fast.
A laisse-faire leader will allow his team to make their own decisions and determine their own approach to completing the task at hand. This also means that the team gets very little help or guidance from the leader. Some people prefer this style of leadership because they like to manage their own work, at their own pace, as well as being able to make their own decisions. But on the other hand, others may prefer to have guidance throughout their project to make sure they’re on the right tacks. Laissez-faire leadership can be effective in situations where group members are highly skilled, motivated, and capable of working on their own.
Sandra Wilson scored below the means in job satisfaction, is only moderately engaged, and expressed relatively neutral emotions during the assessment. Sandra Wilson's assessment results reveal that she may be engaging in deviant behavior or negatively influencing other employees in the organization. Two of the three self-assessed employees, Leslie Walker and Frank Thompson, are highly engaged, which would positively affect the organization’s performance. These employees are committed to their responsibilities, positively motivated, and fulfilled. Both Leslie Walker and Frank Thompson exhibited positive emotions in their assessments, which leads to self-confidence, enthusiasm for the job, and willingness to help others.
What would you do to achieve this? Explain how you think coaching or mentoring can contribute to encouraging employees to participate in continuous improvement processes. Coaching and mentoring are centred on unlocking a person ´s potential to maximise his or her own performance. A focus on improving performance and the development of skills is the key to an effective coaching relationship. To achieve this, Coaching and mentoring should be applied to the area you want to develop, such as motivating staff, delegating, problem solving, relationship issues, team building, and staff development.
Which provides and clarifies employees their new responsibilities, outcomes and most important individual performance. Feedback should be practiced for each individual employees via meetings, or other devices to reinforce team performance and effectiveness with intention of providing motivation for team 2. Why is encouraging participation in the planning, decision making and operational aspects of the team's work important for developing team cohesion, and what role does feedback play in doing this. Offering feedback and reinforcements is important because it commends and offers opportunities to review and reward its members for their contribution, and the standard of cooperation to the work produced. Investing feedback in developing team cohesion is vital for the teams dynamics to work, because it inhibits or enables employees to be more productive.
Stage 2 – Storming Typically a team would show the following during the storming stage – • Decisions don’t come easily within the group. • Team members vie for position as they attempt to establish themselves in relation to other members and the leader. • Compromises may be required to enable progress. Stage 3 – Norming Some signs during the norming stage could be – • Agreement and consensus is starting to form among the team. • Team members respond well to the leader.
They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment. S3 – Participating / Supporting – The leader passes day-to-day decisions, such as task allocation and processes, to the worker. The leader facilitates and takes part in decisions, but control is with the worker. This style is used in situations where a worker is clearly competent but lacks confidence or motivation. They do not need much direction because of their skills, but support is