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Problem
1. Define the factors that impact the success of a work team
Many factors go into the definition of our work team. In our team the members have been working together for two years so there is a bond within the team. This factor enables the team to work efficiently while having good range of diverse views. Also within the team are individuals who have been given recognition for their outstanding work. This helps the team a lot because it shows that the team is not only a strong union but also very dedicated to their work. The team is also very diverse composing of men and women as well as people of different ethnicity. The team is also composed of different religious groups. The different religious groups can cause problem sometimes because if something was to go wrong with a conversation it would ruin relationships but since the team members have been mostly been working together for quite awhile it won't affect the success of the work team. Within the team there is a wide spectrum of skills; each member is highly trained in his or her field and is eager to learn from one another. In order to perform effectively, the abilities of our members are crucial. Because of the fact that role of each member is understood, everyone has to contribute in order for a project to go on. Anything missing will be traced back to each and individual member. Having being together for two years, team chemistry is solid. Members of the teams are able to complement each other and cover up for another's strengths and weaknesses. The time together has also bought together everyone and helped establish a strong relationship bond. Everyone enjoys working together and being in each other's presence. There are three contextual factors that will impact the success of the team Adequate Resources, Leadership and structure, and performance evaluation and reward system. Because of our pass success, the company recognizes it and constantly rewards the men and women of our team. The company also makes all resources available to this team because it knows that we will make good use of it. Although there is a project leader on this team and all the other teams, this team specially is more team oriented. The majority of the time, the group comes together to make the important decisions. Once in a while and in only special cases do the leaders make the decisions by him or herself. This type of system promotes self-management and the results are so far spectacular. Also by doing so, team members assume leadership roles naturally. They are able to bear more responsibility and carry more burdens. The company, recognizing how effective this style of team work, allows the team to exercise complete control over themselves. Overall, this team has a common purpose, everyone clearly knows what he or she has to do and what goals needs to be establish to achieve success.
. Now that each team has a new project leader, describe the process of creating trust in the new leader.
A big reason why this team has enjoyed the success is its trust in each other and the leader. There are 5 key points that trust consists of Integrity, competence, consistency, loyalty and openness. Each member of the group recognized how important it is to have it in increasing measures. By transferring project leads, the director is hoping to establish the success to the entire scope of the company. Modeling after the most successful team, the director transfers a leader from the lowest performing team and transferring the leader from the highest performing. In the case of the poor performance team, the new leader is experience and highly skilled in his department. In order to gain trust in him by his team members, he should practice openness. By showing them that he knows what he is doing, members will follow suit and learn from it. The team leader should be fair to all and not favor one over another. Let them know that each member is a crucial part of the team and let them contribute to the team. To be a good leader, one must be able to relate to his members. By sharing feelings, fellow members will better relate to the leader and will be able to bond with one another. A leader must always start out with the truth. Everyone all know too well the story of the boy who cried wolf. One must also be consistent in what they say. A leader is one who is constantly standing up for his values and beliefs. Members will see that in a leader and put their trust in him. They will depend on their leaders more they see that the leader is consistent with his beliefs. Leaders who make a promise and fulfill it will command great respect from his followers. These leaders are ones who are confident in what they say and do. By maintaining confidence in yourself it will eventually trickle down to the team members. They will believe in themselves knowing that they can rely on the leader when necessary. A leader is someone who can step up when necessary, one who will fill in the gap where there is. By practicing professionalism, you show your members that you have the ability to lead. By practicing these key points, everyone in the team will gain trust in their leader.
. What are the models of leadership to quantify the skills of a leader?
The Fiedler Model-
The quality of a leader is determined through a measurement of his/her style or personality at managing. A leader can be one who is concerned for production or concern for people and even be a combination of the two. The Fiedler Model attempts to assess a leader's ability using the least preferred co-worker questionnaire. The questionnaire uses 16 questions to determine the style of a particular leader. Then it matches the leader with the three situational factors
1. Leader member relations
. Task structure
. Position power
According to the findings, the concern of leader for production and/or people determines how strong he/she is in the three situational factors. Studies show the concern for production usually leads to unconcern for people and vice versa.
Leader participation Model
The leader participation model seeks to describe leadership behavior in relation to vary demands for activities. The founders of the model, Vroom and Yetton, provided a set of rules that identifies 5 alternative leadership styles. Recently the 5 styles were expanded to 1. The 1 styles determine the characteristics of a leader, where or not he/she makes decisions by him or herself or with sharing the problem with the group.
4. The Director made the abrupt decision to transfer the project leads. What does this decision tell you about the power in the department?
The power that the director is exercising by changing project leads is largely legitimate power. The director is in a higher position than the leaders of the software teams and has authority to change leads whether or not the leaders like it or not. The director has some expert power provided that he has years of experience in the field. However, the field of technology is constantly changing and while he specialized in it, his knowledge is no longer as applicable as it once was. His hope for better production is a legitimate one. In the current and expanding state of the software division and company overall, it wouldn't be too much of a risk to do so. With any luck the outcome might likely be very beneficial on the long run. Since our teams are mostly self-managed, there is very little coercive power. Teams themselves decide on who to hire and how to implement their work. Although the director is much higher up in the hierarchy, the way the company is structured, team members have no fear of getting fired or their salaries being reduced. There is also no reward power, rewards and recognition are decided by team and leaders rather than director is executives. While the teams are closely knitted, there is very little inter-organizational relationship in the company. Employees do not have a strong relationship than with those in their own and neighboring teams. Thus, there is also very little if not no referent power at all.
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