Introduction
Group and team management is a necessary skill for leaders in any organization. The complexity of interpersonal communication can have several negative impacts including conflict, slow decision making, role conflict, and unclear goals. A leader in a group setting should minimize these impacts while maximizing potential benefits. These benefits include interaction that results in the clarity of goals and objectives, integrating different skill sets to enhance the division of labor, energizing individuals toward a directed goal, and the opportunity to increase positive reinforcement through a shared vision and responsibilities.
Successful leadership in a group and/or team setting will involve the application of the most appropriate leadership perspective. First, one must understand the difference between groups and team. Then, it is possible to integrate the concepts of transformational leadership to produce the most efficient and effective output.
An operations manager in the banking industry will inevitably be challenged to manage these dynamics. This could be in the setting or a work group or in a team setting during a project implementation. Regardless, I will need to develop a working knowledge of the effective management of groups and teams in order to be an effective leader and subsequently achieve my career aspirations.
Group and team management is a necessary skill for leaders in any organization. The complexity of interpersonal communication can have several negative impacts including conflict, slow decision making, role conflict, and unclear goals. A leader in a group setting should minimize these impacts while maximizing potential benefits. These benefits include interaction that results in the clarity of goals and objectives, integrating different skill sets to enhance the division of labor, energizing individuals toward a directed goal, and the opportunity to increase positive reinforcement through a shared vision and responsibilities.
Successful leadership in a group and/or team setting will involve the application of the most appropriate leadership perspective. First, one must understand the difference between groups and team. Then, it is possible to integrate the concepts of transformational leadership to produce the most efficient and effective output.
An operations manager in the banking industry will inevitably be challenged to manage these dynamics. This could be in the setting or a work group or in a team setting during a project implementation. Regardless, I will need to develop a working knowledge of the effective management of groups and teams in order to be an effective leader and subsequently achieve my career aspirations.
Content
"The Discipline of Teams"
“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”
A team is different from a working group by a measure of performance. The performance of a working group is measured as a function of its individual members – performance is not measured outside of the individual. Team performance calls for both individual and mutual accountability. Teams must share an essential discipline in congruence with listening, responding constructively and providing support to realize increased performance. The essential discipline has five elements:
1. A common purpose that the team has helped shape – no top-down: team must “own” purpose
2. Specific performance goals that flow from the common purpose – compelling goals inspire and challenge
3. A mix of complementary skills
4. A strong commitment to how the work gets done – Agreed upon work/equal contribution
5. Mutual accountability – goal agreement helps establish trust/accountability
A group of individuals is not a team without a common commitment that is developed when working to shape a meaningful purpose. Furthermore, the best teams translate their common purpose into specific goals. These goals should relate to the purpose to avoid confusion or lowered performance. Some possible strategies for building team performance include establishing urgency, demanding performance standards and direction; select members for skills set and skill potential, not personality; pay particular attention to first meetings and actions; set some clear rules of behavior; set and seize upon a few immediate performance related tasks and goals; challenge the group regularly with fresh facts and information; spend lots of time together; exploit the power of positive feedback, recognition and reward.
Personal Relevance: Understanding the difference between a work group and a team is useful given the ambiguity often raised between the two terms. This is true when assessing and applying the terms appropriately in my progression as a banking professional. Both exist within my organization so understanding the clarification between them will allow me to develop and apply the necessary skills applicable to be a effective leader. I have to apply the most appropriate team leadership techniques to create the most productive environment. Effectively understanding and applying these principles will contribute to my development as an influential leader in the operations sector of the banking industry.
This concept has a particularly important application when evaluating the my leadership skills assessment that indicates my ability to motivate people to deliver the vision. This is characteristic of transformational leadership. The article provides a method by which I can understand the context of a group situation. I can then work to develop an appropriate meaningful purpose tied to specific goals. As an operations manager, it will be important for me to effectively manage and lead groups and teams to achieve a common purpose.
On the other hand, an area of development applicable to this article is my inherent tendency to my jump to conclusions and impose my decisions on those around me. I have to slow down and think about the context of the situation to avoid diminishing the effect of the meaningful purpose that was built during the creation of the team. The team has to remain committed and as a leader I have to realize the value and importance of building and maintaining a trusting, cohesive environment of mutual accountability. This article provides a foundation for the development of that skill so I can be successful in this capacity as an operations manager.
A team is different from a working group by a measure of performance. The performance of a working group is measured as a function of its individual members – performance is not measured outside of the individual. Team performance calls for both individual and mutual accountability. Teams must share an essential discipline in congruence with listening, responding constructively and providing support to realize increased performance. The essential discipline has five elements:
1. A common purpose that the team has helped shape – no top-down: team must “own” purpose
2. Specific performance goals that flow from the common purpose – compelling goals inspire and challenge
3. A mix of complementary skills
4. A strong commitment to how the work gets done – Agreed upon work/equal contribution
5. Mutual accountability – goal agreement helps establish trust/accountability
A group of individuals is not a team without a common commitment that is developed when working to shape a meaningful purpose. Furthermore, the best teams translate their common purpose into specific goals. These goals should relate to the purpose to avoid confusion or lowered performance. Some possible strategies for building team performance include establishing urgency, demanding performance standards and direction; select members for skills set and skill potential, not personality; pay particular attention to first meetings and actions; set some clear rules of behavior; set and seize upon a few immediate performance related tasks and goals; challenge the group regularly with fresh facts and information; spend lots of time together; exploit the power of positive feedback, recognition and reward.
Personal Relevance: Understanding the difference between a work group and a team is useful given the ambiguity often raised between the two terms. This is true when assessing and applying the terms appropriately in my progression as a banking professional. Both exist within my organization so understanding the clarification between them will allow me to develop and apply the necessary skills applicable to be a effective leader. I have to apply the most appropriate team leadership techniques to create the most productive environment. Effectively understanding and applying these principles will contribute to my development as an influential leader in the operations sector of the banking industry.
This concept has a particularly important application when evaluating the my leadership skills assessment that indicates my ability to motivate people to deliver the vision. This is characteristic of transformational leadership. The article provides a method by which I can understand the context of a group situation. I can then work to develop an appropriate meaningful purpose tied to specific goals. As an operations manager, it will be important for me to effectively manage and lead groups and teams to achieve a common purpose.
On the other hand, an area of development applicable to this article is my inherent tendency to my jump to conclusions and impose my decisions on those around me. I have to slow down and think about the context of the situation to avoid diminishing the effect of the meaningful purpose that was built during the creation of the team. The team has to remain committed and as a leader I have to realize the value and importance of building and maintaining a trusting, cohesive environment of mutual accountability. This article provides a foundation for the development of that skill so I can be successful in this capacity as an operations manager.
“An Empirical Study of Transformational Leadership, Team Performance and Service Quality in Retail Banks”
Theories of operations management (OM) have been successfully integrated in retail banking to improve the cost and efficiency of processes. However, several factors have contributed to an increase in automation of processes in the banking industry that diminish the cost and efficiency returns realized by the techniques of OM. Instead, it is now the operational employees that will be an important determinant of performance. Lee et al. (2011) state that a transformational leadership approach is now needed in banking operations to positively influence employee’s behaviors, thus increase bank performance.
Transformational leaders have the ability to cultivate the image of competence and vision. This will motivate subordinates to respond with enthusiasm and commitment towards the team’s goals.
An important element for banking operations employees is to provide a service to internal and external customers. This is a service element that requires techniques outside of the OM strategies that emphasize cost and efficiency. The success of today’s service organizations rely on focus on others techniques to include reliability and responsiveness. Thus, banking operations managers, as service oriented individuals, must focus on strategies that positively influence employees’ behaviors. Transformational leadership is appropriate as is embodies a focus on the importance of charisma, motivation, intellectual stimulation, and individual consideration.
The study results showed that intellectual stimulation (nurturing intelligence and knowledge) and team competence (the ability of teams in areas including knowledge of tasks, planning skills, resource allocation, etc.) are critical for factors that contribute to superior service quality.
Personal Relevance: My career in the operations sector of the banking industry has certainly been consumed with the integration of traditional OM theory. My organization applies a traditional application of these theories in the optimization of process efficiency. My self-assessment identifies that I am generally an accepting person. However, it is important for me to realize the growing ineffectiveness of these traditional OM approaches in my industry. I have to take a proactive stance to integrate an appropriate leadership style to enhance team performance. I must take a proactive stance with these concepts in order to take the next step in my career. This will positively contribute to increasing the level of service quality provided by my subordinates. This is imperative to the achievement of my aspirations as performance in the banking industry is highly tied to exceeding service expectations. I may provide excellence in this area but I have to implement the concepts of this article as well as characteristics of transformational leadership to encourage my subordinates to do the same.
My leadership skills assessment accurately identifies my tendency to provide an insufficient amount of intellectual stimulation. This article identifies this as critical to achieving superior quality. I should focus on developing this skills set by emphasizing the importance of continuous education and the introduction of new ideas. The success of my subordinates and other teams that I may be a part of will be a defining element of my ability to lead; thus I should be focused on the concepts of transformational leadership that are defined as successful leadership traits in a team environment. A core competency of my organization is provide superior service. This article supplies me with a guide for implementing techniques that will make me more effective in this area in relation to managing groups and team.
Transformational leaders have the ability to cultivate the image of competence and vision. This will motivate subordinates to respond with enthusiasm and commitment towards the team’s goals.
An important element for banking operations employees is to provide a service to internal and external customers. This is a service element that requires techniques outside of the OM strategies that emphasize cost and efficiency. The success of today’s service organizations rely on focus on others techniques to include reliability and responsiveness. Thus, banking operations managers, as service oriented individuals, must focus on strategies that positively influence employees’ behaviors. Transformational leadership is appropriate as is embodies a focus on the importance of charisma, motivation, intellectual stimulation, and individual consideration.
The study results showed that intellectual stimulation (nurturing intelligence and knowledge) and team competence (the ability of teams in areas including knowledge of tasks, planning skills, resource allocation, etc.) are critical for factors that contribute to superior service quality.
Personal Relevance: My career in the operations sector of the banking industry has certainly been consumed with the integration of traditional OM theory. My organization applies a traditional application of these theories in the optimization of process efficiency. My self-assessment identifies that I am generally an accepting person. However, it is important for me to realize the growing ineffectiveness of these traditional OM approaches in my industry. I have to take a proactive stance to integrate an appropriate leadership style to enhance team performance. I must take a proactive stance with these concepts in order to take the next step in my career. This will positively contribute to increasing the level of service quality provided by my subordinates. This is imperative to the achievement of my aspirations as performance in the banking industry is highly tied to exceeding service expectations. I may provide excellence in this area but I have to implement the concepts of this article as well as characteristics of transformational leadership to encourage my subordinates to do the same.
My leadership skills assessment accurately identifies my tendency to provide an insufficient amount of intellectual stimulation. This article identifies this as critical to achieving superior quality. I should focus on developing this skills set by emphasizing the importance of continuous education and the introduction of new ideas. The success of my subordinates and other teams that I may be a part of will be a defining element of my ability to lead; thus I should be focused on the concepts of transformational leadership that are defined as successful leadership traits in a team environment. A core competency of my organization is provide superior service. This article supplies me with a guide for implementing techniques that will make me more effective in this area in relation to managing groups and team.
“Leading and Managing Teams”
“…a team is a finely-tuned group. For it to be a successful team, the leadership and management of it has to be fine-tuned too.”
Leadership in a team context is vital and its quality will affect the efficiency and effectiveness of a team. This article proposes “distributed leadership” as a concept to answer a call for participation, empowerment, and de-centralization of decision making. A team leader must maximize the benefits of the team and minimize any weaknesses. This starts with an awareness of the purpose of the team and identification of the key roles performed is paramount. Three strategies for improving the efficiency and effectiveness of teams includes:
1. Managing – objectives, roles, and performance monitoring
2. Coaching – managing day-to-day interactions and processes
3. Leading – the long-term strategic view
Managing requires significant communication to ensure the adherence to a commonality of purpose. Social roles need to be identified, clarified, and re-iterated using feedback. Coaching involves supportive communication (i.e. guidance, support, suggestions) with an emphasis on active listening. Active listening will enhance interpersonal relationships by ensuring the message is both heard and understood.
Leadership is distinct from managing and coaching. It involves a strategic focus that gives direction and motivation to the team. There is a need for intuition, judgment, risk management, charisma, etc. A long-term strategic approach is necessary and the leader must be able to see goals and supply the vision that allows for team members to see the direction of the team. Five ‘trip wires’ should be avoided when developing intuition:
1. Individual performance appraisal – can be divisive
2. Falling off the authority balance beam
3. As team size increases, effectiveness decreases
4. Stating challenging objectives without sufficient organization support
5. Assuming team members are equipped as team players
Personal Relevance: This article is an important reference for the development of my team leadership skill set. The strategic breakdown allows for a more defined method for evaluating the necessary traits for efficient and efficient team performance. Moreover, it offers several "trip wires" that could be detrimental to my development as a leader. An effective operations manager will be able to articulate and communicate the organizations goals and supply the vision. I can be effective at doing so by utilizing the material in the article to minimize the impact from the identified "trip wires."
An area of focus for me is the third strategy: leading. My self-assessments identify my strengths as aspects associated with managing and coaching. I should leverage these areas with a primarily focus on developing a strategic long-term term outlook on team purpose. Identifying goals and supplying a vision for team members is crucial for my development as an influential leader. I will need to work with my managers throughout my career progression to maintain a focus on this important objective. This will leverage the efficiency and effectiveness of my team members by driving towards to achievement of a common purpose through relevant and attainable goals.
Leadership in a team context is vital and its quality will affect the efficiency and effectiveness of a team. This article proposes “distributed leadership” as a concept to answer a call for participation, empowerment, and de-centralization of decision making. A team leader must maximize the benefits of the team and minimize any weaknesses. This starts with an awareness of the purpose of the team and identification of the key roles performed is paramount. Three strategies for improving the efficiency and effectiveness of teams includes:
1. Managing – objectives, roles, and performance monitoring
2. Coaching – managing day-to-day interactions and processes
3. Leading – the long-term strategic view
Managing requires significant communication to ensure the adherence to a commonality of purpose. Social roles need to be identified, clarified, and re-iterated using feedback. Coaching involves supportive communication (i.e. guidance, support, suggestions) with an emphasis on active listening. Active listening will enhance interpersonal relationships by ensuring the message is both heard and understood.
Leadership is distinct from managing and coaching. It involves a strategic focus that gives direction and motivation to the team. There is a need for intuition, judgment, risk management, charisma, etc. A long-term strategic approach is necessary and the leader must be able to see goals and supply the vision that allows for team members to see the direction of the team. Five ‘trip wires’ should be avoided when developing intuition:
1. Individual performance appraisal – can be divisive
2. Falling off the authority balance beam
3. As team size increases, effectiveness decreases
4. Stating challenging objectives without sufficient organization support
5. Assuming team members are equipped as team players
Personal Relevance: This article is an important reference for the development of my team leadership skill set. The strategic breakdown allows for a more defined method for evaluating the necessary traits for efficient and efficient team performance. Moreover, it offers several "trip wires" that could be detrimental to my development as a leader. An effective operations manager will be able to articulate and communicate the organizations goals and supply the vision. I can be effective at doing so by utilizing the material in the article to minimize the impact from the identified "trip wires."
An area of focus for me is the third strategy: leading. My self-assessments identify my strengths as aspects associated with managing and coaching. I should leverage these areas with a primarily focus on developing a strategic long-term term outlook on team purpose. Identifying goals and supplying a vision for team members is crucial for my development as an influential leader. I will need to work with my managers throughout my career progression to maintain a focus on this important objective. This will leverage the efficiency and effectiveness of my team members by driving towards to achievement of a common purpose through relevant and attainable goals.
Exercises and Practice Routines
This activity was found to be useful in building the concept of group and team trust and improving communications to improve efficiency and effectiveness. I used yarn as opposed to rope due to space restrictions but the exercise was reported to be interactive and informative on the necessity of improving communication.
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This activity showed how self-disclosure and feedback can be used to build and stronger and more effective team through improved communication. I have used this several times with managers, subordinates and peers. All have proven to be effective and the participants report that they use it as a working document to improve their team skills.
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