Spears (2010), identified ten characteristics of effective and caring leaders. Three actions a leader should take when coordinating a group project are listening, persuasion and commitment to growth of people.<\/p>\n
In a group dynamic there are individuals that are more dominant than others and if given the opportunity to take over, might very well do so. In a group dynamic it is important that all team members feel heard and included or the risk is some team members may not choose to participate. I’ve been on projects where there is a team member that doesn’t speak but then has something very profound to say that might not have been shared unless the team leaders was astute enough to ask. When team members feel their ideas are valued they will likely feel more compelled to participate and share ideas.<\/p>\n
Another characteristic that is of value in a group setting in persuasion. Again certain individuals if given the chance will dominate and take over a group project. There will also be situations whereby team members may disagree on a topic or direction. An effective leader is able to listen to all sides and gain consensus as a group on how to move forward. More so, an effective leader is able to make both parties feel valued and heard. Productivity on projects at times risk delays if participants feel their contributions are not valued.<\/p>\n
The third quality of an effective leader in a group setting is commitment to growth of people. As an organization grows its important for succession planning to have future leaders ready to take on and lead projects. An effective leader will recognize an employee that is emerging as a leader and is developing their skills. A strong leader will recognize these individuals within a group and allow them to take on a stronger role, perhaps even leading the group. Knowing when to step in\/out will build confidence in the employee and allow an organization to grow in capacity. It’s a very humbling approach and in my experience some of the best leaders display a great deal of confidence and security in their roles that they don’t need to feel threatened by new and emerging leaders.<\/p>\n
In leading projects I see the value of a project charter in identified roles and responsibilities. What happens though when a team falls off the rails and a new project lead is required. Can a team really ever recover from this type of situation?<\/p>\n