LM1A Team Management Report: Team Development and Leadership

This report provides a comprehensive analysis of effective team management, addressing key features necessary for high performance. It explores various models for linking individual roles to team development, including the roles defined by Belbin and Honey. The report delves into the stages of team development, identifying barriers to success and strategies for overcoming them, along with an analysis of the impact of group norms. It differentiates between destructive and beneficial conflict, evaluating methods for conflict resolution and establishing trust and accountability within a team. Furthermore, the report examines ways of promoting a shared vision, encouraging skill-sharing, and defining the meaning and benefits of a 'no blame culture,' including systems, processes, and risk management strategies. Finally, the report compares different styles of leadership and management and reflects on adjustments to leadership styles in different circumstances.

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Team Management

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Key features of an effective team performance
In order or develop an effective team, individuals must sharing a common aim that requires the
jobs and skills for each team member. Effective team performance helps in solving complex
problems and making better decisions and releasing more creativity. For effective team
performance, the key features are required to be involved in achieving the goals and objectives.
It includes setting the clear objectives. It includes to mutually agree on the aims and objectives.
For the clear objectives, the mission and objectives are required to be reviewed and require to
produce a user-friendly team plan (Yang, 2014). Balanced roles are required to be considered as
it requires to analyze the roles and discussion is required for developing the roles. Opportunities
are required to be provided for development like job rotation, leadership, delegation as well as
project work (Parke, et al., 2014). Good communication is required to be considered for meeting
the productive and different methods of communication are considered. For effective team
performance, appropriate leadership is required for assessing the staged of team development
and adopting effective leadership styles.
To manage the performance of the team it is essential to consider the context, composition,
process and work design. For managing the team performance I would like to follow the process
which includes the purpose, selection, support, monitor and recognition.
Compare models for linking the roles
In the case of team roles, the model is required for linking the individual roles and developing
team performance. the major five team roles help in evaluating the contributions of members.
Berlin has defined the 8 different team roles and Peter honey has introduced the 5 team roles
which are leader, challenger, doer, thinker and supporter. Team roles of berlin include the
resource investigator, team worker, co-ordinator, plant, monitor-evaluation, specialist,
implementer and shaper (Lloyd-Walker, et al., 2014).
Stages of team development
In team development, four stages are involved which are forming, storming, norming and
performing. It includes the process of learning and working together effectively. At the stage of
forming, the period of orientation and getting acquainted is included. At this stage, uncertainty is

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high as people because the roles and responsibilities of individuals are not clear. At the stage of
storming, conflict and competition are more and team performance decreases because of
conflicts. In the norming stage, the consensus is developed regarding the leader and role of
individuals. The issues are resolved in this stage with a sense of cohesion and the generation of
unity begins. In the performing stage, the corporation is established and the team becomes
mature, organized and well-functioning (Jackson, et al., 2015).
Barriers in team development
In team development, various barriers are faced by the team which includes when an individual
is not clear about the goals, roles, and responsibilities in the team help in creating problems in
building a team. When in the team, communication is poor it is considered a barrier in building
an effective team and team development Lack of discipline and punctuality is a barrier in the
team (Kimensu, 2011).
In order to overcome the barriers of team development, simple tools and techniques are required.
Team building and making a clear structure of the team helps the team in working together.
Mentoring is beneficial for overcoming the barriers.
Group norms of team development
Group norms affects the development of the team with the help of individual ideas. Every
individual has their own rules and ideas and behavior which causes the conflict in a team
environment (Kimensu, 2011).
Differentiate between destructive and beneficial conflict
When the conflict occurs it results in the values, actions, desires and general interests. Conflicts
can occur in groups or individuals which can be internally or externally and which cause
frustration as well as anger. In a team, conflict resolution helps in generating positive results. It
helps in generating open debate and leads to creating positive outcomes. Destructive conflict
mainly results from narrowly defined goals to producing negative results. It affects individuals as
they become less flexible as well as suffer from defeats (Folger, et al., 2015).
Methods to eliminate or deal with conflict

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At the workplace, healthy and constructive conflict is considered as the main component of the
high functioning of the team. Conflicts create differences in people which also make the diverse
team more effective. Team members are required to be open with the differences and also make
sure that this does not turn into full-blown disputes. There are various methods of conflict
resolution are acknowledging the conflict which is required to be managed and resolved. Within
a team, it is required to discuss the impact of conflict which includes the team performances and
dynamics (Alghazo and Al-Anazi, 2016).
Methods of developing and establishing trust
To build relationships, it is necessary to trust and respect each other in the team. Relationships in
the team are built with the passing of time and it is a give and take relationship. It is necessary to
make the duties clearly as it helps the employees to know about doing things and for making the
duties and work smoothly, the management is required to communicate regularly with the team.
It is required to manage the team with meetings and supervising the things and providing support
and help for solving the problems. It is required to understand people and their point of view in
the team (De Jong, et al., 2016).
Shared vision
In a team, a shared vision is required which includes that people are more willing to work
together for achieving the goal. For a successful team, it is necessary for people to share the
same goal and requires to focus on achieving the desired goals. In a team, everyone is required to
be known that every person is important for the success of the team. It requires providing all the
information to the team and with the responsibility, every individual will bring outcome and
become successful. It requires to offer rewards as well as recognition to the individual for their
hard work. It helps in motivating the other to work hard and achieve the award. In a team also,
every individual is required to hard work. Delegate responsibilities are also possible in
teamwork. It helps in making the work and trusting other people of the team by providing some
key responsibilities. It helps in boosting the confidence and helps in analyzing the leadership
qualities in people and analyzing the methods to work in a team (Bromley, 2018).
Approaches which encourage sharing of skills

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There are various approaches that are used for sharing the skills and knowledge of team
members. It helps in enabling the staff in communicating with more effectiveness and
effectively. Knowledge management helps the members in doing their job more effectively and
making them more productive. During the meeting, members are able to share more knowledge
and information. In the case of the minute of the meeting, it acknowledges that information is
shared with the people who were unable to attend the meeting. Information regarding the
policies, process, clients, and notes, members of the team is required to be up to date to the
information. It helps in providing the benefits to the team in making progress and achieving the
goals (Bromley, 2018).
No blame culture and its benefits
No blame culture is an irresponsible culture is built on the positive belief that employees want to
be fully engaged members of a high-performance team and that no one is doing low-quality work
(Yahaya and Ebrahim, 2016).
In companies that operate in a “no-responsibility” culture, employees are encouraged to talk
openly about problems and mistakes. Staff members have the right, to be honest, and open to
obstacles to progress. When a complex problem arises, a small team is formed to discuss how to
improve the situation and work hard to find a solution.
A culture of no blame is a win-win situation across the board-for employees, managers,
customers, and the entire company. It liberated the organization. It can cultivate employee
loyalty, effective problem solving and performance (Yahaya and Ebrahim, 2016).
Systems and processes to be used to support a no-blame
Systems, processes are used for supporting a culture of innocence. The format of the event as
part of the reporting process includes a recommendation section and actions taken to minimize
the possibility of recurrence. People-centered planning and effective partner working methods
share responsibility for agreed actions, so any issues that arise later will focus on collective
action rather than individuals. As a manager, the operation of open-door policy is considered as
an effective system which supports no-blame culture and helps the members in assessing with

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managers in a less formal way for discussing and highlighting the mistakes and issues (Rispens
and Jehn, 2011).
Strategies for managing risks
Strategies to manage risks which are associated with a culture of innocence involve risk
assessments of all aspects of the work environment. These assessments are done by senior staff
and are made available to all employees in a health and safety file, which can be shared with the
team at employee meetings, provide comments and suggestions, and modify as needed. Various
risks are managed with the help of effective as well as appropriate training.
Culture with transparency and accountability is required for achieving with the identifying risk,
reporting, evaluating and assessing the risk, as well as the formation of risk management
strategies, are required. All the staff is required to be encouraged for reporting the risks and
incidents in case of no-blame culture (Provera, et al., 2010).
Different styles of leadership and management
In an organization, different styles of leadership and management are vital to be followed.
Democratic leadership is commonly effective as it is most effective because it implements lower-
level employees for exercising authority. Autocratic leadership includes the leaders to make
effective decisions and does not consider the opinion of others. Laissez-faire leadership is to
empower the employees in taking the decisions (Provera, et al., 2010).
Task-oriented leadership is a style in which leaders only focus on getting the things done and it
can be autocratic. In this, the roles and work are defined and leaders only perform some tasks
like creating and maintaining standards of performance.
Charismatic leadership is a leadership that inspires enthusiasm in teams as well as it is energetic
for motivating the team to work hard. Charismatic leaders focuses on own and do not want to
change anything. They carry responsibilities in an effective manner and require long term
commitments (Way, et al., 2016).
Reflection on the requirement of own leadership and management style

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According to me, different leadership is required in different situations. Leadership and
management styles are required to manage the work. Managers and leaders are required to adopt
an effective style for managing the work. It includes making the self-awareness, behaviors, and
interaction for making the performance. I had adopted the people-oriented style during my role
as coordinator in organization.

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Reference
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asymmetric conflict.

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