It is one thing to assemble a team, but it is another to maximize the effectiveness of that group. Two critical functions of team effectiveness are performance (task accomplishment) and development (team maintanance) (Northouse, 2018). Performance refers to the quality of outcomes produced by the team. Development refers to the cohesiveness of the team and the ability of members to satisfy their own needs while working effectively together (Nadler, 1998, as cited in Northouse, 2018).

In looking at the specific components, Hackman (2012, as cited in Northouse, 2018) highlights that effective team leadership can be achieved by answering the following six enabling questions: It is a real team?; does it have a compelling purpose?; does it have the right people?; are the norms of conduct clear?; is there support from the organizational context?; is there team-focused coaching? With the answers to those six questions, teams can gain a greater insight into their structure and can identify areas in which improvement toward higher team effectiveness can be achieved.

Larson & LaFasto (1989, as cited in Northouse, 2018) identified eight characteristics that are “consistently associated with team excellence” (Northouse, 2018,p.376). These characteristics of team excellence include: a clear, elevating goal; results-driven structure; competent team members; unified commitment; collaborative climate; standards of excellence; external support and recognition and principled leadership (Northouse, 2018).

I have been a part of many teams throughout my life and have seen several of these characteristics of team excellence. To focus on a couple, my experience as an operating room nurse leader stands out. A surgical team consists of surgeon(s), surgical assistant(s), anesthesiologist and speciality certified nurses. Each team members have had extensive training in their areas of specialty and are competent in their roles, with the ability to do their job and problem solve accordingly (Northouse, 2018). There is an essential “collaborative climate” (Northouse, 2018, p. 377) in the operating room where our ability to work well together is required for the team’s effectiveness. If one member of the team is not fulfilling their role than the team’s success for delivery of safe perioperative care for the patient is jeopardized.

Additionally, in my current position as a leader in our Palliative Care Program, I am part of a very large team that has a “clear, elevating goal” (Northouse, 2018, p. 376). Our objective is providing holistic end of life care for the patients and the families we serve and we believe in the importance of access for quality palliative care services for all.
Principled leadership focuses on the leader’s commitment to assessing the health of the team and standards of the team’s effectiveness. It also implies that the leader will intervene with an appropriate action to address any weakness in the team’s effectiveness if any of the eight characteristics of team excellence is not being executed (Northouse, 2018).

The four processes that Zaccaro, Heinen, & Shuffler (2001, as cited in Northouse, 2018) identified which influence team leadership are cognitive, motivational, affective and coordination. The cognitive process helps the team identify and understand problems. The motivational process helps build collaboration and capacity within the team in order to achieve high performance standards. In the affective process, the leader provides direction and supportive strategies to help the team manage stressful situations and overcome adversity. Lastly, the coordination process is where the leader “helps integrate the team’s activities by matching member’s skill to their roles, providing clear performance strategies, monitoring feedback and adapting to environmental changes”. (Northouse, 2018, p.379).

When I think of a personal example of one of the four, I immediately think back to the ‘affective process’ and my time in the operating room. In dealing with many high stress situations and emergencies, it was the team leaders that provided direction and stress reducing strategies that enabled the team to function effectively. Leaders provide education and facilitate patient simulations to help surgical teams respond to crisis with clear goals in a calm but purposeful manner. I remember being scrubbed into a high risk surgery where the patient’s heart stopped and we needed to administer Cardiopulmonary resuscitation (CPR) immediately to save the patient’s life. Although everybody on the surgical team knew their roles, it was the leader’s ability to remain calm and provide clear, concise directions. This, in turn, kept everyone else calm and we were able to perform to our abilities.

Question to group:

Out of the 8 characteristics identified that are associated to achieving team excellence, what is the most important and why?

Daneen

Reference
Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.