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LDR636
06/09/2017
LEADERSHIP & TEAMS 2
understanding of teams as a societal body, within organizations. This paper will focus on the roles
of leaders in teams. Todays leader must first understand the relationships that they must maintain
and those which exist in teams. With the rise of the mantra doing more with less, it is imperative
to organizational success, and teams effectiveness to properly train teams to maintain informal
leadership views, while formal leadership is busied in other functions outside of the team.
employment. Teaming is an action that displays the versatility, effectiveness and productivity of
Focusing more on the concepts of teamwork, the obstacles and barriers of position is reduced, if
existent at all. This provides for higher productivity and focused effort, which drives
organizational success.
The emotional intelligence of teams leaders is an essential part of forming teams, training
them to perform as teams, and gaining the followership of the members of teams. Leadership
skills must move beyond a conceptual or theoretical foundation, and anchor itself in the
individuals ability to look beyond themselves, their personal views and opinions, in order to keep
the organizational objectives and team goals as the focal point of operation. The emotionally
intelligent leader has their ego stroked through the teams success rather than the paradigms of
The role of a leader within his team must also include partnership. Leadership is both
vertical and horizontal. The teams success is a shared benefit for each of its members, to include
the teams leader. Leadership is shared among team members, just as the success they enjoy.
LEADERSHIP & TEAMS 3
Relationships
the workplace and especially among team members are essential for defining roles and the
integrated model, while defining the purpose through strategic organizational goals, the leaders
relationships, as follower to leader. The understanding that leaders demonstrate, will result in
the increased commitment from their followers. Moreover, the outcome will result in a pool of
talent, with future leaders as followers, who are mentored by the leader that is learning to match
work styles, with leadership styles, which result in positive working relationships (Bjugstad
The insight of Pearce, and Sims (2002) indicated that vertical leadership stems from an
appointed or formal leader of a team, whereas shared leadership is a group process in which
leadership is distributed among, and stems from, team members (p. 172). This shared
experience through example and practice provides an element of relationship in its members,
which is essential not only for mentoring, but more importantly, providing the opportunity for
Pearce and Sims (2002) stated that in shared leadership contexts, these strategies
continue to be relevant, with one important caveat: The agents of influence are often peers of the
targets of influence (p. 176). Though the vertical leaders provide their presence, example, and
they also play a mentoring role through the development of leaders, the lateral influence which
occurs within the peer group as they share leadership opportunities, will provide an important
illustration for the team dynamics and team effectiveness. These situations will provide
examples of and the basis for leadership (Pearce & Sims, 2002).
LEADERSHIP & TEAMS 4
Teaming
According to Katzenbach, & Smith (1993) Teams differ fundamentally from working
groups because they require both individual and mutual accountability. Teams rely on more than
group discussion, debate, and decision; on more than sharing information and best practice
performance standards (p. 112). The contributions from the individuals of the team is relative
to the production of the work which is completed through the joined efforts of each member.
Though each individual contributes to the teams product, it is the performance level of each
member, through teamwork, which provides much greater results. Each team member as an
individual, provides the collective success of the team, which is much greater than if they were
acting individually. Simply stated, a team is more than the sum of its parts (p. 112).
activity, not a bounded, static entity. It is largely determined by the mindset and practices of
teamwork, not by the design and structures of effective teams (p. 1). Due to the constant
evolution of the industrial and technological world, teaming must be fluid, and never static.
Teaming is therefore not a stable structure, but is coordinated and uses collaboration. Teaming
allows success among the teams within organizations where the nature of the work is constantly
shifting, which requires that the team members consistently change, in order to meet the needs of
the work. You could be working on one team right now, but in a few days, or even a few
The research of Chen, Farh, Campbell-Bush, Wu, and Wu (2013) revealed that the work
that is accomplished by individual team members is essential to the motivational level of the
team. The motivation level of the team in turn, increases the performance level of the
individuals within the team. However, the individual levels of motivation contributes to the
teams motivation to perform indirectly, as the individual members perform the individual
LEADERSHIP & TEAMS 5
roles that they are assigned, within the team (p. 1020).
Gajendran, R. S., & Joshi, A. (2012) provided that leader-member exchange theory
(LMX) and the frequency of communication with distributed teams, shaped the team member
influence on decisions made within the team. Prior research has treated innovation both as a
team process that involves the development of novel ideas and insights and as an outcome that
reflects the successful application of novel ideas to solve organizational problems (p. 1252).
This was especially true among teams which were distributed at different sites. The teams
interacted in problem-solving tasks, which generated solutions drawn from different sources and
networks than teams that were situated within the same location. The results where team
members were involved in the decision making process, proved more likely to produce the most
Decision making
According to Hrtel, & Hrtel (1997) SHAPE is a thinking strategy in that it is a mental
template that can be overlaid over any problem paradigm the decision maker chooses to use (p.
197). SHAPE is an acronym which stands for scrutinize symptoms, hypothesize solutions,
analyze proposed solutions, perform modifications and corrections, and evaluate results.
The question of age in decision making was explored to determine whether a decision
making process is more effective in one group than another. As stated by Streufert, Pogash,
Performance by young and middle-aged teams was generally similar. Older teams made
fewer decisions and were less strategic and less responsive to incoming information.
Their overview of the task was less broad; action diversity and information search was
reduced. However, older teams used opportunities and handled a simulated emergency as
Streufert, Pogash, Piasecki, and Post (1990) indicated further that when the rank structure
among team members remained unestablished, decision making functions developed naturally
within each team (p. 553). Teams where responsibility for specific tasks were assigned to
individual members, regardless of their age, and where others functioned by consensus revealed
that no conflict in reference to how decisions were made had occurred (p. 553).
Park, and DeShon (2010) discovered that team learning goal orientation influences the
confidence of minority opinion holders and team discussion. Team discussion, in turn, relates to
minority influence, greater decision quality, and team satisfaction (p. 824). Moreover, when an
emphasis was placed on learning goals, the quality in team decision making increased while the
Emotional Intelligence
Hofmeyer, Sheingold, Klopper and Warland, (2015) provided research that indicated job
members is directly related to the emotional response they are a witness to through their leader.
Leaders who manage their emotions inspire the work and interactions of their followers. Within
an ever changing environment, the leaders ability to example a high level of emotional
intelligence will assist in making their followers more confident, productive and able to respond
to situations in a more positive manner. Emotional intelligence is said to have a close relational
tie with academic leadership. The emotionally intelligent leader will instill the value of
academic leadership along with the importance of interacting with the interest of the outcome in
their leader the confidence, poise, patience and professionalism that is emotional intelligence.
LEADERSHIP & TEAMS 7
The team member remains owner of their emotional response in all situations, and realizes that
the work that they do is not for their personal gain or recognition, but to benefit the stakeholders.
The emotionally intelligent person matures to a point that they are actually able to aide in the
control of others emotional response. Working with highly emotional individuals is not
responses, when they seem unable to control their own emotional responses.
Partnership
Keller (2006) indicated that a transformational leader can create an impression that he or
she has high competence and a vision to achieve success. Subordinates respond with an
enthusiasm and commitment to the teams objectives (p. 202). Further, his study revealed that a
benefit of transformational leadership is when the followers are so inspired by the leader, that
they are willing to work to the extent which far exceeds the organizational goals and moves
Treating the team members with respect and regarding them as important people who
contribute to the success of the organization, rather than as part of the machine which is expected
to perform to that end. This will instill an emotional response where the team members will
become a team working not for themselves or for the organization, but to render the respect they
teams routine, combines internal functions with external leadership to effectively solve
problems which teams face day-to-day (p. 497). This partnership between teams and external
leadership is useful when perspective becomes an obstacle. The term from the outside looking
in, becomes the eyesight which sometimes is necessary in providing the missing link between
Phillips, Douthitt, and Hyland, (2001) informed us that it is essential for teams which
model effectiveness to consider affects such as cohesion, satisfaction, and other reactions in
reference to outcomes that depict team effectiveness. Whereas, much of the research which has
measured team effectiveness seemed to be focused on increasing the decision making or task
completion quality and had unfortunately looked past the individual responses of members,
rather than the teams processes. To understand what contributes to enhanced team viability,
we must extend our knowledge of factors that affect team members and shape their reactions to
the leader and the team (p. 316). It was determined that a major factor in determining how a
member of the team would react included their perception of fairness within the team and the
decision making process. The partnership within the team and how decisions were made,
seemed to be a major influence on how they reacted, regardless of the perception of fairness.
leaders have over their team is just as important, relationally speaking, as the teams influence on
the leader. As the individual team members realize their importance and value individually, they
begin to realize the partnership that they bring to increase the value and importance of the team.
Experientially
Transactional leadership along with a command and control type leadership are styles
which are not conducive to the role of a leader in teams today. Having come from a military
background and transitioning into a role within the criminal justice system assisted in
programming me and others in this style of leadership. Although orders must be followed both
in the military and in the field of criminal justice, the need for change was evident as the
Roles within teams became more of a partnership rather than using a directive approach.
Education and experience began to reveal itself as the norm within teams, and leadership had to
LEADERSHIP & TEAMS 9
follow suit. Leaders became more of a coordinator, liaison and organizer for the team, in order
to generate the support and supplies necessary to keep a team moving forward. The virtual team
became a reality and relied on the talents and efficacy of its members. The world of punching
clocks and bodies in seats became a thing of the past and production became one of the keys to
pieces, moving down the same track, headed in the same direction, while altogether, and
separate. As the mission is completed for some members, they must be loosed from the team, to
become a useful tool within another team that is forming. The mission orientation and the
objectives remain the goals, but the members will not remain the same. The direction changes as
the organization and the stakeholders needs dictate. The success of a team is not measured by
how long they remain together, but how efficiently and effectively they complete their tasks.
Conclusion
partnership are some of the leadership roles in teams. These particular topics are some of the
important issues facing leadership roles and teams success in todays rapidly changing and fast
paced world. More research is necessary in several areas of the leaders role within teams, as
each team, and its individual make-up would determine, in part, the individual characteristics of
evolving as well, while organizations are evolving in their theories on how personnel should be
employed and deployed. The leadership roles in teams at some point will require a specific
definition so as to establish sound objectives for these roles. As another generation ages and will
be introduced into the workforce, these roles will potentially evolve yet again, in order to
LEADERSHIP & TEAMS 10
meet the needs of their organizational, and individual objectives and goals.
LEADERSHIP & TEAMS 11
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LEADERSHIP & TEAMS 12
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