Leading Teams
When The Economist magazine recently asked 180 leaders what the major influence on future organizations would be, two-thirds of them said it would be teams and groups. Clearly, the John Wayne model of leadership won't work. What is needed today is a different kind of leadership. People who think they can do it by themselves are somewhat deluded. Despite these kinds of statements the cult figure of the Chief Executive Officer still exists. They are enshrined, and probably celebrated too much. This is partly an American phenomenon. However throughout Europe there are beginning to be reactions against these icons for companies and these are ominous signs for the future of figureheads.Groups, teams, communities, partnerships, stakeholders, colleagues, collaborators signal the end of the "Great Man," the death of the John Wayne myth. As the business world becomes more complex and interdependent, executives cannot afford to lead in isolation. Instead, they must tap into the collective knowledge and expertise of their colleagues by creating real teamwork at top levels of the organization. They need to build truly effective leadership teams.
In order to select a team of optimum size it would be necessary to identify the key roles that are required to ensure that various team models can be met. Belbin identifies eight key roles; In conclusion there seems to be an opportunity to bring together the characteristics of what it takes to make up a successful leadership team. The Hay Group, a management consulting firm in Philadelphia, and Harvard University conducted a joint study and examined the differences between outstanding leadership teams and typical and poor ones. · They are twice as capable as members of poor leadership teams in reading others' concerns. There are four areas, or sources, that an individual can control to enhance the level of approval they receive from others: Ironically, the way to develop an effective team is to first develop individual interpersonal skills among all team members. These skills reflect an ability to manage individual or personal behaviour, while also responding appropriately to the behaviour of fellow team members and outsiders whom the team interacts with. It is important to remember that behaviour is different than personality. Behaviour is observable. It is comprised of what we say and what we do. The more a person's behaviour elicits approval from others, the greater acceptance or endorsement others give them. Obviously, approval between team members creates more positive interpersonal relationships. That, in turn, facilitates the interdependence teams need before they can achieve real results. It is possible for individuals to take on more than one role, which indicates that the full eight members may not be essential. The formation of a successful team should include the majority of these roles. This would suggest that for a competent group between four and eight members would be effective. · Monitor Evaluator - high mental ability combined with disinterested detachment, sorts out the best ideas.
Some common words found in the essay are:
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Approximate Word count = 3177
Approximate Pages = 13 (250 words per page double spaced)
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