what is the impact of leadership on team working in an organization, would it only depend upon the leaders or the teams. Who influences team working, the team by themselves or the leader
From India, Mumbai
From India, Mumbai
It’s the soldiers who fight the battle, and the general who gets the vote!
It’s the team who achieves the goal, and the leader who matters the most??
No!!
Organizationally, a leader remains a part of the team. So, team working is influenced by the WHOLE TEAM, wherein the leader is not different.
Impact of having a leader:
While the team edges its way towards accomplishment of a goal or a target, the role of leader primarily lies in ensuring that the road remains smooth. When team paddles the cart atop the hill, the leader carries onus to move ahead to eye and remove obstacles off the path.
While the team spends time answering challenges, the role of leader lies in providing experienced knowledgeable solutions. In a game of snakes & ladders, where the next block spells the downfall, the leader takes responsibility to take risk / withdraw. On a turn which risks a landslide, the leader leads, through the risk or through an alternate path.
On the whole, the objective to chose a leader is to have a specialized person to devote time to the growth / road / development – primarily because if all 100 people (part of team) devote time to solve a problem, who is gonna work? How will the targets be achieved?
Amongst the problems faced by team, 70% are directly / indirectly similar in nature. Its better to have the team handling work, and a LEADER to solve problems.
The success story of both can never be different!!
Regards,
Parichay Dewan.
From India, Mumbai
It’s the team who achieves the goal, and the leader who matters the most??
No!!
Organizationally, a leader remains a part of the team. So, team working is influenced by the WHOLE TEAM, wherein the leader is not different.
Impact of having a leader:
While the team edges its way towards accomplishment of a goal or a target, the role of leader primarily lies in ensuring that the road remains smooth. When team paddles the cart atop the hill, the leader carries onus to move ahead to eye and remove obstacles off the path.
While the team spends time answering challenges, the role of leader lies in providing experienced knowledgeable solutions. In a game of snakes & ladders, where the next block spells the downfall, the leader takes responsibility to take risk / withdraw. On a turn which risks a landslide, the leader leads, through the risk or through an alternate path.
On the whole, the objective to chose a leader is to have a specialized person to devote time to the growth / road / development – primarily because if all 100 people (part of team) devote time to solve a problem, who is gonna work? How will the targets be achieved?
Amongst the problems faced by team, 70% are directly / indirectly similar in nature. Its better to have the team handling work, and a LEADER to solve problems.
The success story of both can never be different!!
Regards,
Parichay Dewan.
From India, Mumbai
3Having the right leader in a team is the most important part when organizing a team. The leader should have the right balance of leadership skills. He should be a part of the team not standing a side and advising on what to do and what not to do. The team members should be real followers of the leader.
The leader should have the ability to derive synergy from his team members. If one member is lagging behind the leader should work with him/her to get him/her back on track.
L – Learn
E – Engage
A – Anticipate
D – Demonstrate
E – Evolve
R – Reproduce
S – Solve
H – Hope
I – Initiate
P – Persevere
Leadership in a way is power; and power is the difference between success and failure. Leadership is the process of influencing others to reach for the goals. A leader of a team ensures that the whole team succeeds.
The leader influences the team there by the whole team is flocked around him making sure that each of them contributes towards their goal.
Cheers,
From Sri Lanka
Twelve Cs for Team Building- WHat a Leader can do??
Executives, managers and organization staff members universally explore ways to improve business results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating business success.
No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.
1. Clear Expectations:
Has executive leadership clearly communicated its expectations for the team’s performance and expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?
2. Context:
Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their team’s importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values?
3. Commitment:
Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?
4. Competence:
Does the team feel that it has the appropriate people participating? (As an example, in a process improvement, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?
5. Charter: Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission.
Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?
6. Control:
Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework?
7. Collaboration: Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution?
8. Communication: Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly? Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?
9. Creative Innovation:
Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?
10. Consequences:
Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance?
11. Coordination:
Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?
12. Cultural Change:
Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs?
Hope it answer your queries.
Cheers!!!
From India, Delhi
Executives, managers and organization staff members universally explore ways to improve business results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating business success.
No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.
1. Clear Expectations:
Has executive leadership clearly communicated its expectations for the team’s performance and expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?
2. Context:
Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their team’s importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values?
3. Commitment:
Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?
4. Competence:
Does the team feel that it has the appropriate people participating? (As an example, in a process improvement, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?
5. Charter: Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission.
Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?
6. Control:
Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework?
7. Collaboration: Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution?
8. Communication: Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly? Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?
9. Creative Innovation:
Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?
10. Consequences:
Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance?
11. Coordination:
Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?
12. Cultural Change:
Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs?
Hope it answer your queries.
Cheers!!!
From India, Delhi
Leadership and Team spirit are two issues that can make or brake an organization.
I will just explain Leadership and Team in my words:
-Leadership can be the ability to influence a group toward achievement of goals.
-Team is a group of interdependent individuals who come together to achive a common goal or task. Here when I say interdependent, I mean, these individuals are first independent in their tasks.
To make things simpler, let's see the example of a cricket team. In this team, every batsman and bowler and wicket keeper is an independent player first. These independent players come together to form a team.
So, if the team is made up of true independent individuals (Ricky Ponting/McGrath) like the Austalian cricket team, leadership will not affect their perfomance (recent coments of Denise Lilly).
However, if the team members (e.g. Yuvraj/Irfan) are strong independent individuals (like Indian cricket team), leadership (of Greag Chapple/Sourav Ganguly) affects their performance.
Hope I have not made it more complex for the other members.
Regards,
Shashank
From India
I will just explain Leadership and Team in my words:
-Leadership can be the ability to influence a group toward achievement of goals.
-Team is a group of interdependent individuals who come together to achive a common goal or task. Here when I say interdependent, I mean, these individuals are first independent in their tasks.
To make things simpler, let's see the example of a cricket team. In this team, every batsman and bowler and wicket keeper is an independent player first. These independent players come together to form a team.
So, if the team is made up of true independent individuals (Ricky Ponting/McGrath) like the Austalian cricket team, leadership will not affect their perfomance (recent coments of Denise Lilly).
However, if the team members (e.g. Yuvraj/Irfan) are strong independent individuals (like Indian cricket team), leadership (of Greag Chapple/Sourav Ganguly) affects their performance.
Hope I have not made it more complex for the other members.
Regards,
Shashank
From India
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TEAM BUILDING LEADERSHIP SKILLS.ppt
The Road Ahead - Leadership Team Exercise.pdf