Question What is your leadership goal and how does it fit into your overall leadership journey? How will you use your strengths to support you to achieve this goal?(5075 words)Start writing here: My leadership goal is to be able to establish effective teams and groups, and motivate them towards the accomplishment of various goals. It is important to note that this particular leadership goal fits into my preferred approach to leadership, which is participative leadership. In addition to being an effective communicator, I also happen to be broad minded. These are the skills I will be deploying on this front to ensure better connection with team members.Question 2Identify and share at least three ideas for initial experiments you could create to support you to achieve your leadership goal.(50 words per idea)1. Start writing here:I could seek to establish whether participative leadership has any effect on overall team performance. In this…...

Team Performance
The success of any project depends directly on the performance of a team, how successfully a group of individuals transforms itself in the process, and the steps project managers take to create a strong team foundation. Each of these three factors are analyzed and assessed in this paper.

Making Of A Strong Team

Only by orchestrating the many talents of individuals to a common goal, and by so doing galvanizing a group into a team, can projects succeed. Creating a team from a groups tarts with strong leadership that concentrates on giving each person a clear sense of purpose and identity on the team, and showing how their contributions matter. The success of a project depends in large part on how well a leader can orchestrate the diverse talents of team members to a common goal or objective. It is also dependent on a leader appreciating and understanding how differences…...

Leadership Personality and Team Performance
Leadership involves overseeing subordinates for the success of the organization. In the past, the role of the subordinate was passive, with leaders viewed as authoritarians. However, since 1980s, organizations have worked to create more participation-based management models that involve employees, welcome their feedback and suggestions and use their perspectives to improve the development of managers (Emery, Calvard & Pierce 2009). Employees are more empowered to take ownership over their personal contributions to the organization. A newer concept in management called servant leadership has emerged with the leader responsible for serving the needs of others, helping them to grow and offering opportunities to progress (Kickul & Neuman 2012).

Because of this shift, the personality traits of managers are viewed differently today and recognized as contributing to good team performance and positive behavior from employees (Brown 2009). Personality has a significant influence on the way we think, feel and…...

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References

Brown, FD 2009, 'The Myers-Briggs type indicator and transformational leadership', Journal Of Management Development, 28, 10, pp. 916-932, Professional Development Collection, EBSCOhost, viewed 12 April 2013.

de Vries, RE 2012, 'Personality predictors of leadership styles and the self -- other agreement problem', Leadership Quarterly, 23, 5, pp. 809-821, Business Source Elite, EBSCOhost, viewed 12 April 2013.

Emery, C, Calvard, T, & Pierce, M 2013, 'Leadership as an emergent group process: A social network study of personality and leadership', Group Processes & Intergroup Relations, 16, 1, pp. 28-45, Business Source Elite, EBSCOhost, viewed 12 April 2013.

Kickul, J, & Neuman, G 2000, 'Emergent Leadership Behaviors: The Function Of Personality And Cognitive Ability In Determining Teamwork Performance And Ksas', Journal Of Business & Psychology, 15, 1, pp. 27-51, Academic Search Premier, EBSCOhost, viewed 12 April 2013.

Leadership and Team Skills
Understand how to work within the organisational guidelines to achieve team goals

Identify an organisational policy that can have an effect on the planning and allocation of work

One notable organizational policy which has an inevitable impact upon team planning and work allocation is the use of virtual teams at the training center in Dubai where I work. On one hand, being able to connect with team members regardless of the member's location can be extremely valuable. This allows for the pooling of the resources and skills of a variety of organizational participants regardless of location. "As companies expand geographically and as telecommuting becomes more common, work groups often span far-flung offices, shared workspaces, private homes, and hotel rooms ... Armed with laptops, Wi-Fi, and mobile phones, most professionals can do their jobs from anywhere" (Ferrazzi 2004). A virtual team can link the resources of people of different specialties…...

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References

Ferrazzi, K. (2014). Getting virtual teams right. Harvard Business Review. Retrieved from:

 https://hbr.org/2014/12/getting-virtual-teams-right 

Koning, L. (2012). Setting team objectives. Management Trainee. Retrieved from:

 http://www.managementtrainee.co.uk/setting-team-objectives.html

Team-based organization, there is often conflict with respect to the best way to motivate within the organization. Managers must decide between team-based motivation and individual motivation, and they must decide what type of motivation works best. In some cases, financial rewards are a good method, while others appeal to a sense of intrinsic motivation. This paper will study the issue of motivation in team-based organization.
esearch on team-based organizations

Pearsall, Christian and Ellis (2010) studied the use of hybrid rewards in teams. The authors hypothesized that hybrid rewards would be more effective than either individual rewards or shared rewards. They felt that this would be the case because of increased information allocation and reduced social loafing An approach that focused strictly on individual rewards would suffer because there would be no incentive to raise the level of the team, while team-based rewards only would lead to higher levels of social loafing. With…...

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References

Pearsall, M., Christian, M. & Ellis, A. (2010). Motivating interdependent teams: individual rewards, shared rewards or something in between? Journal of Applied Psychology. Vol. 95 (1) 183-191.

Chen, G., Kanfer, R., deShon, R., Mathieu, J. & Kozlowski, S. (2009). The motivating potential of teams: Test and extension of cross level model of motivation in teams. Organizational Behavior and Hunan Decision Processes. Vol. 110 (1) 45-55.

Baldonado, A. (2013). Motivating Generation Y and virtual teams. Open Journal of Business and Management. Vol 2013 (1) 39-44.

Team Motivation
Team Dynamics

The team on which the paper is based is a class discussion team that was formed in the curse of the semester to enable us accomplish the various tasks that would be assigned.

Stages of team development

Our group went through the various stages of development like any other groups with the challenges and the progress handled by the member of the group. The following is a summary of the stages that our group went through. Each stage was characterized by the indicated activities and conditions, with some of these characteristics crossing over to the next stage among a few people.

The group structure was a simple one since it is an academically focused group that was formed to meet the specific tasks before it within the semester and eventually disperse as indicated above. There was the group representative who acted as the link between the group and the lecturer. Then…...

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References

Ann Marie N. & Joyce S., (2009). Group Dynamics and Team Building. Retrieved December 20, 2013 from  http://www.wfh.org/2/docs/Publications/Hemo_Org_Resources/Monographs/HOD4_Group_Dynamics_2-edition.pdf 

Grant, R.W., & Finnocchio, L.J. (1995). Interdisciplinary Collaborative Teams in Primary Care:

A Model Curriculum and Resource Guide. San Francisco, CA: Pew Health Professions Commission.

Mind Tools (2013). Forming, Storming, Norming, and Performing: Helping New Teams Perform

Teams provide inducement to work in a set up. Functioning as a group ensures effective and proficient performance of the jobs. This facilitates harmonization with different team members and also results in dissemination of the ideas and knowledge among them. (Teams and Teamwork) The convention of functioning in groups is more and more common in different types of organization. The members from different department are taken together to form teams with a view to encouraging cooperation among them in solving the problems and harmonizing new programs and new processes and also to be employed in the secular planning efforts. With a view to unite all the key personnel so as to increasing the productivity, increasing the associative-ness and enhancement of quality and proficiency the forming of interdisciplinary and diverse functional teams are constituted. Simply placing the people in teams however, do not ensure the effectiveness of the team. It is…...

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References

"Building High Performance Teams" Retrieved from Accessed on 14 November, 2004http://www.lynco.com/team.html

Chatman, Jennifer A; Polzer, Jeffrey T; Barsade, Sigal G; Neale, Margaret A. (December, 1998) "Being Different yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes" Administrative Science Quarterly. Volume: 12; No: 1; pp: 37-43

Dakhli, Mourad; Khorram, Sigrid; Vora, Davina. "Cultural Diversity, Information Pooling, and Group Effectiveness: A Network Approach" Retrieved from www.faculty.fuqua.duke.edu/ciber/programs/pdf/dvora.pdf Accessed on 14 November, 2004

Katzenbach, Jon R; Smith, Douglas K. (March-April, 1993) "The Discipline of Teams" Harvard Business Review. Volume: 71; No: 2; pp: 111-120

However, team performance can also be measured by the sense of mutual respect between team members, and the presence of healthy rather than destructive forms of conflict.
Part II: Implementation and Evaluation

1.

State the rationale for your selection of the competency. What is this the most important competency for your immediate self-development? Why?

To foster cooperation, there must be trust between team members. The team must trust that the leader is setting feasible goals, and the leader must trust the individual team members to achieve those goals. Trustworthiness and integrity, and being able to convey this sense of security to fellow team members on the part of the leader is critical, and it is not enough merely to be honest, one must convince others of one's honesty.

2. What were the results of your implementation? Were you successful? How do you know? What was the impact on others?

Although it is too soon to…...

Teams: Discussion
Several months ago, I was amongst those elected into a team set up to look into ways of enhancing interdepartmental cooperation. The team comprised of 7 individuals -- each representing a department. The key mandate of the team was to come up with strategies of enhancing cooperation between departments so as to enhance overall organizational efficiency. With regard to the various types of teams Landy and Conte (2013) identify, this particular team could be described as a project team. A project team in the words of Landy and Conte (2013, p. 521) is that kind of a "team that is created to solve a particular problem or set of problems and is disbanded after the project is completed or the problem is solved."

In this particular team, I was the Human esource Department representative. Amongst other things, I was charged with soliciting views from member of my department on how…...

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References

Jordan, P.J., Lawrence, S.A., & Troth, A.C. (2006). The Impact of Negative Mood on Team Performance. Journal of Management & Organization, 12(2), 131-145.

Landy, F.J., & Conte, J.M. (2013). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology (4th ed.). Hoboken, N.J.: John Wiley & Sons.

Teams
Over the last several years, the role of leadership delegation has been increasingly brought to the forefront. This is because of the continuing need to use these skills sets in achieving critical objectives. According to Lussier (2010) this is an essential tool that is utilized as a part of their position with him saying, "To execute both roles effectively is a challenge. It is not an easy task, given the high potential for conflicts and ambiguities. Leaders are held responsible for everything that happens in work unit. Yet, they are also required to delegate considerable responsibility and authority to their followers to empower them in resolving problems on their own. In effect, leaders are asked to train and develop followers, who may eventually want the leader's job." (Lussier 2010)

Over the long-term, this allows organizations to train other individuals who can easily fill these roles. This makes them stronger and…...

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References

Bass, B, 1990, 'From Transactional to Transformational Leadership', Organizational Dynamics, vol. 20, no 3, pp. 19 -- 31.

Blanchard, K, 1996, 'How to get your group to perform like a team', Training & Development, vol. 50 no. 9, pp. 34-37.

Chong, E, 2007, 'Role balance and team development: A study of team role characteristics underlying high and low performing teams', Journal of Behavioral and Applied Management, vol. 8 no. 3, pp. 202-217.

Girrard, B, 2009, The Google Way, No Scratch, San Francisco.

When there is enough time, and perhaps some reason to communicate, team communication neither retards nor enhances team performance" (Schraagen & asker, 2003, p. 761). Thus, freedom to communicate is essential, and for the team's survival, all team members must feel the freedom to communicate and to listen, as well.
In addition, there may be some team members who simply refuse to "get on board" with the team. They may not communicate, they may not understand the goals, and they may not feel comfortable or included in the team. For success, it is essential to include these members in the team, even if they seem to resist. First, a team leader should make sure the team member is on board and understands the goals. The team leader should also try to find out if there are other reasons for non-participation before the team meets. If there are problems or arguments,…...

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References

Douglas, C., Martin, J.S., & Krapels, R.H. (2006). Communication in the transition to self-directed work teams. The Journal of Business Communication, 43(4), 295+.

Fleming, J.L., & Monda-Amaya, L.E. (2001). Process variables critical for team effectiveness. Remedial and Special Education, 22(3), 158.

Schraagen, J.M., Chipman, S.F., & Shalin, V.L. (Eds.). (2000). Cognitive task analysis. Mahwah, NJ: Lawrence Erlbaum Associates.

Schraagen, J.M., & Rasker, P. (2003). 31 Team Design. In Handbook of cognitive task design, Hollnagel, E. (Ed.) (pp. 753-784). Mahwah, NJ: Lawrence Erlbaum Associates.

TEAM THAT WASN'T
What would you say to andy (or someone with opinions similar to his own) to try to persuade him that "groups are [not] useless"? Provide a detailed argument.

The main fallacy of andy's point-of-view is that he defines the entire concept of teams by only one very narrow aspect of teamwork: decision making authority. To andy, the only relevance of teams is that decision-making authority vests in the group instead of in a single decision maker. Meanwhile, andy is completely ignorant of the tremendous potential value of teams and of effective collaboration (i.e. teamwork) within well-designed functional teams. His belief that no good ideas ever emerge from teams is highly inaccurate and reflects nothing more than his own self-centered projection of something that may be true of him onto others and onto the concept of teamwork.

In fact, the opposite is true on all counts. First, decision-making authority is…...

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References

Robbins, S. And Coulter, M. (1999). Management. New Jersey: Prentice-Hall.

Robbins, S. (2000). Essentials of Organizational Behaviour. New Jersey: Prentice-Hall.

Thompson, L.L. (1999). Making the Team: A Guide for Managers. New Jersey:

Prentice-Hall.

It is important to ensure that the team for any specific task comprises members who are knowledgeable and posses the required skills needed to carry out the task. Teams should also try to work across organizational boundaries/levels and break down internal barriers and deal with people and issues directly and avoid hidden agendas from both within the group and from external sources.

Prior to selecting team members, the purpose and the reasons for creating the HPWT should be clear to the entire management members deciding on the team creation. Teams without a definite goal and aim, will drift and fail, since no goal and objective is set or a final objective identified. Getting together individuals possessing special skills, talents or expertise in order to build a team is critical. Important skills for a team include: "technical expertise," "problem solving," "decision making," and "interpersonal skills." (Thompson, Aranda, Robbins, & Swenson, 2000) Teams…...

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Bibliography

Adams, Christopher P. (2002). High Performance Work Systems" in U.S. Manufacturing. Federal Trade Commission,

Berry, L. (1981). The employee as customer. Journal of Retail Banking, 3, 1, pg. 25

Child, John. (2001). Trust -- the fundamental bond in Global Collaboration. Organizational Dynamics, 29, 4, 274-288

Connelly, Julie. (2002). All Together Now. Gallup Management Journal,

positive experiences working in teams, and when those experiences were positive and the performance of the team was high or surpassed expectations, it was always because of a few simple rules that are outlined by Musselwhite (2007) and Conant (2012). For example, Musselwhite (2007) points out the importance of seeing the big picture at all times, and not getting bogged down in silly details. The big picture is something that is important to remember for the product or service we are working on as a team, but also in terms of clarifying our role as individuals. The role of the team itself depends on seeing the big picture -- why the company actually needs us to work on a specific task. "Understanding the big picture promotes collaboration, increases commitment and improves quality," (Musselwhite, 2007)
The principles illustrated by Conant (2012) and Musselwhite (2007) include the need for seeing the big…...

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References

Conant, D.R. (2012). Building effective teams isn't rocket science, but it's just as hard. Harvard Business Review. April 4, 2012. Retrieved online:  https://hbr.org/2012/04/consistently-building-highly-e 

Musselwhite, C. (2007). You don't have to be Michael Jordan or Mia Hamm to have the skills you need to build and lead high performing teams. Retrieved online:  https://www.inc.com/resources/leadership/articles/20070101/musselwhite.html

Performance Effects of Transformational Leadership in Public Administration," Doina Popescu Ljungholm examines a number of components of job performance for those in public administrator positions that work with the government. The focus of the study examined in the article is on how individual perceptions help explain employee behavior, leadership within the context of democratic governance, public administrators within their context of democratic governance, and leadership policies in public sector settings (Ljungholm, 2014). The author's goal was to build upon prior research that suggested that there was a moral component to transformational leadership, the impact of that leadership on public service motivation, how leadership can promote the moral values that promote public service, and what relationship exists between leadership and team performance (Ljungholm, 2014).
Ljungholm examines the concept of mission valence. Mission valence is not directly impacted by transformational leadership, but refers to an employee's perceptions of how the company impacts…...

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References

Ljungholm, D.P. (2014). The performance effects of transformational leadership in public administration. Contemporary Readings in Law and Social Justice, 6(1), 110-115.

I. Introduction
A. Attention grabber
B. Brief background about effective leadership
C. Thesis statement: Effective leadership plays a crucial role in achieving organizational goals and inspiring individuals to reach their full potential.

II. Definition and characteristics of effective leadership
A. Definition of effective leadership
B. Key characteristics of effective leaders
1. Clear vision and goal-setting
2. Strong communication skills
3. Ability to inspire and motivate others
4. Decision-making skills
5. Adaptability and flexibility

III. Importance of effective leadership in an organization
A. Cite examples of successful companies with effective leadership
B. Effect on team performance and productivity
C. Improved employee morale and....

1. The role of emotional intelligence in effective leadership
2. Transformational vs. transactional leadership styles
3. The impact of diverse and inclusive leadership on team performance
4. The importance of integrity and ethical decision-making in leadership
5. How mentorship and coaching can enhance leadership skills
6. The role of communication in effective leadership
7. The challenges and opportunities of leading in a globalized world
8. The qualities of a successful team leader
9. The significance of adaptability and flexibility in leadership
10. The impact of authentic leadership on organizational culture and employee engagement.
11. The relationship between servant leadership and organizational success
12. The role of leadership in driving innovation and....

The Evolution of Basketball: A Historical Perspective

From peach baskets to air Jordans: The technological advancements that have shaped the game
The rise of the NBA as a global phenomenon: How basketball became a cultural and economic force
The impact of star players on the popularity and growth of basketball

The Social and Cultural Impact of Basketball

The influence of basketball on urban culture and youth identity
Basketball as a tool for social change and community building
The representation of diverse cultures and perspectives in the game

The Psychological and Physiological Aspects of Basketball

The mental toughness and determination required to succeed....

Criteria for Group Formation: A Comprehensive Guide to Effective Team Building

The formation of effective groups is crucial for achieving organizational goals and fostering a collaborative work environment. To create cohesive and productive teams, it is essential to establish clear criteria for group formation. These criteria serve as guiding principles for selecting individuals who possess the necessary skills, perspectives, and compatibility to work effectively together. By carefully considering the following factors, organizations can optimize group dynamics and enhance team performance.

1. Shared Goals and Objectives:

At the core of group formation lies the alignment of goals and objectives among members. Individuals should....