When a team leader is coordinating a group project they should make sure that they clearly articulate the project goal “so that one can tell whether the performance objective has been realized” (Northouse, 2016, p. 368). When they are articulating this goal to their team they should make sure that the goal has been fully conceptualized by making sure it is not “consumed by the need to achieve short-term operational goals” (Spears, 2010, p. 28), but that it “encompass[es] broader-based conceptual thinking” (Spears, 2010, p. 28). In establishing this goal the leader should also exhibit the servant leadership characteristic of foresight, which allows the leader to draw on past experiences and lessons in order to predict the outcome (Spears, 2010).

When coordinating a group project the leader should work to create a unified commitment within the group through the servant leadership characteristic of commitment to the growth of people (Spears, 2010). This unified commitment within the group can be formed when all members have been involved in “all aspects of the process” (Northouse, 2016, p. 370; Larson & LaFasto, as cited in Northouse, 2016, p. 370). Being committed to followers’ growth can involve taking an interest in ideas from everyone (Spears, 2010), which can foster an environment where all members are involved in the process. Further, leaders can create a unified commitment to the project because followers can be motivated through being invested in and empowered (Page & Wong, n.d.) which are essential components of being committed to followers’ growth.

A third thing a leader should work towards when coordinating a group project is a collaborative climate. A collaborative climate can be built when trusting relationships are developed through “honesty, openness, consistency and respect” (Northouse, 2016, p. 370). LaFasto and Larson say that effective team leaders will be able to build this climate through giving up their own need to control and by facilitating an environment that is safe to communicate openly (as cited in Northouse, 2016, p. 370). Through the servant leadership characteristics of listening and empathy (Spears, 2010) a team leader can help foster this climate. When the leader listens, followers will feel heard and this will create an environment where communication is safe. Empathy will further this environment because followers will be able to communicate openly and honestly without fear of being misunderstood.

When a leader has demonstrated too much empathy, for example, by allowing followers to not complete tasks due to personal issues, and this starts to affect the project, how should the leader continue to be empathetic towards this follower while simultaneously communicating the importance of the task? If the follower is unable to complete the task, what does it look like to continue to be empathetic but initiate discipline or if necessary removal from the team?

References:

Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications.

Page,D., & Wong, P. T. P. (n.d.). A conceptual framework for measuring servant-leadership. Retrieved from http://www.drpaulwong.com/wp-content/uploads/2013/09/Conceptual-Framework.pdf

Spears, L. C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1(1), 25-30. Retrieved from https://www.regent.edu/acad/global/publications/jvl/vol1_iss1/Spears_Final.pdf