Organization Behavior and Psychology

Teams
Clearly define the mission
Support innovation
Expect success
Value team recommendations

Motivation and Leadership in

Teams
Ashley Daniels
Siena Heights University

Teams are a collaboration of individuals working together to

support one another. Teams learn how to interact and develop a
sense of trust and communication. Working in teams is often
encouraged, especially within an organization. The justification is
that teams are better at solving problems and learn more rapidly
and with more effect than individuals (Serrat, 2009). Teams need
to have sound leadership. A good leader will create a solid
foundation for the team, and then help to bring out the best in each
individual. Effective leaders strive to engage and excite team
members to reach both personal and professional goals. Ability
and skill determine whether a worker can do the job, but
motivation determines whether the worker will do it properly
(Aamodt, 2013).

Take Aways

Working in teams increases

productivity and effectiveness
Creating a culture that motivates all
members towards a shared mission is
bound to create greatness
Most members will find drive and
passion if they are already coming
onto the team with an internal fire
Leadership
Teams need a go-to person to advise the group. When teams are created, it is easy for silos to be formed in
the organization. People can feel isolated when separated. Teams are meant to be beneficial and to build
relationships, but if there is no leadership in place to help break down those barriers, there will not be
collaboration in the overall organization.
Motivation
Locke & Latham (2002), state that industrial psychologists generally define work motivation as the internal
force that drives a worker to action as well as the external factors that encourage that action. During the
process of making sure members fit into the team, it is vital to also make sure the individuals personal
missions align with the overall mission of the group.

Achievable Goals

Setting goals can also be used to increase motivation in teams. For goal setting to be most successful, the
goals themselves should possess certain qualities, like SMART goals: specific, measurable, attainable,
relevant, and time-bound (Aamodt, 2013, p. 333).
Employee participation in goal setting increases the commitment to reaching a goal (Aamodt, 2013, p. 336).
The aim towards these SMART goals gives team members a vision and purpose to work towards.
Setting specific goals helps to define clear guidelines. Objectives should be quantified so that the degree of
accomplishment can be accurately measured (MacLeod, 2012). There has to be an assessable outcome to

make sure goals are being attained. With any goal, it has to be realistic. Setting goals that are unattainable are
only setting the team and organization up for failure. Goals must also be relevant. Few things are more
frustrating to organizational leadership than to observe busy professionals using up scarce resources without
a clear direction (MacLeod, 2012). Irrelevant goals are sure to decrease motivation. Goals are more
motivating when there is a time frame for their completion (Aamodt, 2013, p. 334). A lack of time frame is
bound to cause conflict, because people work at different speeds. If all members are on the same page, they
are more likely to be in accord.
References
Aamodt, M. (2013). Industrial/Organizational Psychology. Belmont, CA: Wadsworth, Cengage Learning
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task
motivation. American Psychologist, 57(9), 705-717
MacLeod, Les, EdD, M.P.H., L.F.A.C.H.E. (2012). Making SMART goals smarter. Physician
Executive, 38(2), 68-70, 72. Retrieved from http://search.proquest.com/docview/1284082621?
accountid=28644
Serrat, O. (2009). Working in teams. Knowledge Solutions. Retrieved from:
file:///C:/Users/adaniel3/Downloads/Working%20in%20Teams.pdf