BHM207 Organisational Behaviour: Leadership & Team Performance

This discussion post explores the effectiveness of work teams under a single, decisive leader, arguing that while clear leadership can provide direction and transparency, it may also stifle innovation and diverse perspectives. The author contends that constructive conflict and disagreement within a team can enhance the value of ideas and expose potential risks. While acknowledging the importance of a leader's credibility and the need for team members to respect and follow their direction, the author emphasizes the significance of hearing and incorporating different viewpoints to foster innovation and improve overall team performance. Ultimately, effective leadership involves making decisions that are approved by team members and contribute to the company's success.

Running Head: Organizational Behaviour 1
Work teams perform best when there is one clear leader who makes all of the decision.
Agree or disagree. Why?

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As per the management literature, there is a significant assumption that leaders create
a massive difference in how well they take a decision and how well work team goes with it.
Work teams are the best place to start about bringing constructive changes within an
organization (Cameron, Quinn, DeGraff & Thakor, 2006). They are considered as a social
system, though they cannot be looked as an individual, again they are not as complicated as
an organization. Work team give their best performance if the behaviour of leader is decisive,
apply coordinative approach and take decisions, which is beneficial for all team members
(Robbins & Judge, 2013).
A temperamental approach of the leaders is reliably counterproductive, and no team
would like to work with such leaders. I agree with the point that works team work best with
one clear leader who takes all decisions. The approach of one leader will always be
transparent, with no confusion and they can even pass on their decisions in a better way. In
contrast to this, if there will be one clear leader, then collaboration will be there with no
disagreement or conflicts. But there is no point in having such collaboration without any
conflict, tension or disagreement (Robbins & Judge, 2013).
What a company needs is to have conflicts or disagreement, because the same can
enhance the value of ideas; it can also expose the risk, which is inherent within the plan, and
simultaneously lead towards the improved trust between the participants (Shapiro, 2015).
Though, its right that leader views should be cleared and so thus their actions, but at some
point, they might go wrong. This is where team members are responsible for presenting their
views and completing the task with coordination and innovative ideas (Cameron, Quinn,
DeGraff & Thakor, 2006).
In most of the cases work team don’t go with the ideas of their leader as they disagree
with it. Everyone in the team might have their views or their style of working, and in some

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instances, it wouldn’t match with the decisions of leaders (Cameron, Quinn, DeGraff &
Thakor, 2006). It’s not a big issue that decisions of a leader is accepted by everyone, but the
thing which matters is that people should be heard and they should be willing to decide
success. Being a leader, the prime responsibility is to move with all team members and their
views should be heard. It is true that different views create innovation and many new ideas
are also generated by it. For a leader, it is essential to building a strong team, with its robust
leadership approach (Davey, 2017). A leader should hold credibility as well as respect from
its staff, and they all should be willing to move with him, even though the decision is not
liked by all (Cameron, Quinn, DeGraff & Thakor, 2006). There are both agreement and
disagreement on this point, but being a leader, it is important to take decisions, which is
approved by all team members and the one which enhances the performance of the company.

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References
Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. V. (2006). Competing Values
Leadership: Creating Value in Organizations. Edward Elgar
Davey, L. (2017). If Your Team Agrees on Everything, Working Together Is Pointless.
Retrieved from https://hbr.org/2017/01/if-your-team-agrees-on-everything-working-
together-is-pointless
Robbins, S. P., & Judge, T. A. (2013). Organizational Behaviour. Pearson
Shapiro, M. (2015). Help Your Team Agree on How They’ll Collaborate. Retrieved from
https://hbr.org/2015/09/help-your-team-agree-on-how-theyll-collaborate