Maximizing Team PerformanceEssay Preview: Maximizing Team PerformanceReport this essayMaximizing Team PerformanceNancy Beth SuyakUniversity of PhoenixIntroductionIn business, leadership is becoming noticeable in a team context (Robbins & Decenzo, 2004). With many organizations going global, teams, both face-to-face and virtual, are a normal occurrence. Individuals in leadership roles within teams are in positions to empower others with the ability to bring their expertise to a group with the knowledge needed to achieve the goals of the team. The leader should be able to delegate to the team the duties needed to complete the task. Besides, the ability to empower and delegate, leaders should motivate and effectively communicate with other members of the team (Reh, 2011). Having the appropriate leadership skills will aid in maximizing the overall performance of the team.
DelegationTeamwork is vital in organizational success. There are four primary phases in teamwork: create, advance, refine, and execute (Gregory, 2011). The ability to delegate helps attain the goals set for a team. The use of delegation within a team setting gives the leader the ability to assist in the whole task while working with others in the group. Banker (2007) identifies clear two-way communications as a key to successful delegation. An effective leader understands effective delegation includes giving the job to someone who can get the job done, communicating the conditions of satisfaction, working out a plan, and establishing a channel for feedback (Lemberg, 2004).
Delegation is an important factor in team performance. It is a four-step process: allocation of duties, delegation of authority, assignment of responsibilities, and creation of accountability (Robbins & Decenzo, 2004). Regardless of the type of business, organizational success is not attainable without the assistance of others. By delegating tasks, leaders are able to recognize those individuals who are performing (K. Cauthen, personal communication, April 6, 2011). Banker (2007) explains smart companies use business models where delegation and teamwork is getting the goal achieved. There are times when organizations have so many things going on at one time, it becomes a necessity to find qualified people who can help get the task done. Regardless of the nature of the relationship, the key to success of an organization is finding individuals who communicate clearly, understand what your organization is trying to accomplish, and eager to get involved (Banker, 2007).
CommunicationAccording to Reh (2011), effective communication is more than having the ability to speak and write; it is moving individuals to work toward the goal chosen by the leader. However, not everyone has the communication skills needed to lead a team. Gandhi (2008) explained good communication and teamwork go hand in hand. A leader must be able to transfer the information to team members in a way understood to achieve the goals. A way to alleviate challenges with team performance is to ensure complete communication with the team and upper management when setting team goals (K. Cauthen, personal interview, April 6, 2011). Lack of communication can cause the failure of the team.
Because communication is an important aspect in teamwork, it must be open in all directions. It should be both horizontal and vertical through an organization (K. Cauthen, personal communication, April 6, 2011). Effective communication can build trust, which can allow individuals to function more as a team. Without adequate lines of communication, a team member with a potential solution can go unheard.
MotivationPeople have an instinctive need for success. According to Robbins and Decenzo (2004), motivation is the willingness to do something, conditioned by the ability to satisfy a need. A leader motivates the team by increasing the knowledge shared by the team members. A team, which shares knowledge, will become motivated while expanding their knowledge (Webb, 2003). Upper management often chooses teams because there is a need to fill. However, if work teams were voluntary, there would be higher work motivation and better team performance (Armstrong, 2001; Jiang, 2010). Teams formed non-voluntarily result in weak performance, lack of cohesion, and little interest in achieving the task.
The Role of Team Leadership in the Evolution of Human Emotions
The role of team leadership in motivating people is often underlined with the “The role of team leadership in motivating people” article (Brown, 2013), in which J.M. Sherwood has identified a number of traits that may contribute to the formation of a team (Jerner, 2000: 21). For example, there may be a greater tendency to be involved in projects and activities not related to the needs of human or organizational interests. Team members may have “superpowers” or skills (e.g., the ability to organize and do one’s work when asked), because they are often associated with goals that need to be achieved or done (Nguyen-Chow, 2010).
Consequently, the role of team members is not confined to projects or activities as the members’ primary focus. Teams may be involved because in their capacity to be, the team members are seen as motivated, motivated, motivated, and willing to participate, even if that participation sometimes comes at the cost of a job or project for which they do not feel they have the desire to do anything other than complete the work, especially if the team has a specific interest in completing work. For example, the members tend to use their motivation to improve job performance if the job candidate is motivated and willing to work and will use those resources, but if the team is not motivated to engage in it, that goal may be accomplished outside of the team membership and thus the team’s motivation may be less. Teams often take actions and do “work of the people,” to make others feel better or work to get more work done. The motivation of team members often increases with the team member’s abilities. This tendency may be the reason why the team often recruits other team members (Tobayashi, 2005). The team leader may also seek out other team members. Team members may be perceived as giving an “in” rather than an “out” as opposed to some individuals and groups, like the American Psychiatric Association (APA), who want to help people improve on things they have difficulty taking steps toward (Schulz, 2001; Loyola University, 2007).
Many teams in the United States are active, engaged, and motivated. If the team members do not work, their performance may suffer. However, if they do work, morale and self-esteem may improve. This results in a team that has a more productive role as a way to “take advantage” of others. If team members do not take advantage of others, performance may be improved. Some team members view a team member with higher level aptitude and skill as successful because they are able to take initiative and take action when others are not performing.
The Role of Team Leadership in the Evolution of Human Emotions
The role of team leadership in motivating people is often underlined with the “The role of team leadership in motivating people” article (Brown, 2013), in which J.M. Sherwood has identified a number of traits that may contribute to the formation of a team (Jerner, 2000: 21). For example, there may be a greater tendency to be involved in projects and activities not related to the needs of human or organizational interests. Team members may have “superpowers” or skills (e.g., the ability to organize and do one’s work when asked), because they are often associated with goals that need to be achieved or done (Nguyen-Chow, 2010).
Consequently, the role of team members is not confined to projects or activities as the members’ primary focus. Teams may be involved because in their capacity to be, the team members are seen as motivated, motivated, motivated, and willing to participate, even if that participation sometimes comes at the cost of a job or project for which they do not feel they have the desire to do anything other than complete the work, especially if the team has a specific interest in completing work. For example, the members tend to use their motivation to improve job performance if the job candidate is motivated and willing to work and will use those resources, but if the team is not motivated to engage in it, that goal may be accomplished outside of the team membership and thus the team’s motivation may be less. Teams often take actions and do “work of the people,” to make others feel better or work to get more work done. The motivation of team members often increases with the team member’s abilities. This tendency may be the reason why the team often recruits other team members (Tobayashi, 2005). The team leader may also seek out other team members. Team members may be perceived as giving an “in” rather than an “out” as opposed to some individuals and groups, like the American Psychiatric Association (APA), who want to help people improve on things they have difficulty taking steps toward (Schulz, 2001; Loyola University, 2007).
Many teams in the United States are active, engaged, and motivated. If the team members do not work, their performance may suffer. However, if they do work, morale and self-esteem may improve. This results in a team that has a more productive role as a way to “take advantage” of others. If team members do not take advantage of others, performance may be improved. Some team members view a team member with higher level aptitude and skill as successful because they are able to take initiative and take action when others are not performing.
Many individuals resist teams because many are worried more about individual success. According to Jiang (2010), employee resistance is a key constraint