Team Effectiveness<\/p>\n
According to the Hill Model for team effectiveness, the two critical functions of team effectiveness are performance and development. Performance refers to task accomplishments; the quality of the results of the team\u2019s work (Northouse, 2017: p.375). Whereas, development refers to how cohesive the team functions as a unit while individuals try to satisfy their own needs (Northouse, 2017: p. 375). \u00ad<\/p>\n
Hackman and Walton argue that there are six components that add to a team\u2019s overall effectiveness including developing a compelling purpose, finding the right people, creating a real team, establishing clear and concise norms of conduct, forming a supportive organizational environment, and promoting team-focused coaching (Northouse, 2017: p. 376).<\/p>\n
Larson & Lafasto define eight characteristics of effective teams, which include a \u201cclear, elevating goal\u201d (a compelling purpose to energize the team), a \u201cresults-driven structure\u201d (task and team design or culture of an organization), \u201ccompetent team members\u201d (relevant education and knowledge store, and interpersonal skills), \u201cunified commitment\u201d (degree of identification with the team), \u201ccollaborative climate\u201d (an environment conducive to openness, honesty, risk-taking, and creativity), \u201cstandards of excellence\u201d (high performance is expected and regulated), \u201cexternal support and recognition\u201d (integrated systems to support teams with direction, data, resources, rewards, and training), \u201cprincipled leadership\u201d (effective team leaders grounded in a firm moral foundation) (Northouse, 2017: p.377-378).<\/p>\n
While working on a team in my undergrad, we had the elevated goal<\/u> of bringing an app to market, which was very exciting and compelling for all of us because it was only possible with the talents and skills of each member of the team. Since members were competent<\/u> in different skills, this established a powerfully effective team where we could all focus on our strengths. For example, the team included the following five people: a finance student to calculate numbers, two software engineer students to build a minimum viable product, a communications students to help with the writing and outlining the idea, and I was the marketing student to prepare communication with the public. In addition, we worked incredibly well as a unit because we had developed trust in the collaborative team environment<\/u>. As a result, we had a steady flow of creative ideas, as group members were comfortable to take risks, embodying innovative behaviour necessary for an effective team. Since we were all achievers that were looking to begin our careers or get accepted into graduate school, we had a clear standard of excellence:<\/u> we all needed to achieve a grade within the 90th<\/sup> percentile. This clear and concise goal put pressure on the group to perform at a high standard as it set the standard for appropriate behavioral norms.<\/p>\n Principled leadership means that the leader has concrete moral values, beliefs, and exhibits trustworthy and ethical behaviour. Furthermore, he or she consistently fosters team effectiveness through the four following processes influence team behaviour which include \u201ccognitive\u201d (the leader used intellectual stimulation to assist group members in understanding the problem), \u201cmotivational\u201d (setting and expecting superior performance standards and helping members achieve it), \u201caffective\u201d (setting clear goals, priorities, and strategies to help members in stressful or uncertain situations), and \u201ccoordination\u201d (organizing tasks, people, member\u2019s talent, and processes to the goals and environment) (Northouse, 2017: p. 379).<\/p>\n With regards to the last team environment that I described, I believe that the motivational component of principled leadership was the most effective. By setting clear expectations and priorities, team members felt the pressure to perform and operate at a level as to not disappoint other team members. We felt emotionally invested in helping other team members accomplish their long-term goals. In addition, if one member happened to be struggling with their part, someone would step up to help them with the problem by breaking it down into manageable tasks. It is interesting to learn about the various components that contributed to the overall effectiveness of the team from my undergrad.<\/p>\n How do we embody servant leadership in a team that is exhibiting toxic behaviours?<\/p>\n Christina<\/p>\n <\/p>\n Reference:<\/p>\n Northouse, P. G. (2018). Leadership: theory and practice<\/em> (Eighth ed.). Thousand Oaks, CA: Sage Publications.<\/p>\n","protected":false},"excerpt":{"rendered":" Team Effectiveness According to the Hill Model for team effectiveness, the two critical functions of team effectiveness are performance and development. Performance refers to task accomplishments; the quality of the results of the team\u2019s work (Northouse, 2017: p.375). Whereas, development refers to how cohesive the team functions as a unit while individuals try to satisfy … <\/p>\n