Team Effectiveness: Leadership, Communication, and Engagement

This report provides a comprehensive overview of team effectiveness, emphasizing the importance of specific, measurable, and achievable goals for high-performance teams. It outlines the RESET framework for redirecting focus and fine-tuning plans, highlighting the core components of team effectiveness such as common vision, clear roles, mutual trust, effective processes, and strong leadership. The report discusses the significance of communication, self-awareness in leadership, and the benefits of diverse team compositions. It also explores various types of teams, strategies for fostering a consultative team culture, and tips for building cohesive teams. Furthermore, the report addresses the role of management in delegation, earning team trust, the stages of group development, and the importance of feedback and employee recognition. It concludes by examining strategies for team engagement, encouraging team members, including employees in decision-making, leading by example, resolving workplace issues, and fostering innovation, ultimately emphasizing the need for effective communication with supervisors to achieve organizational goals. Desklib provides access to this and many other solved assignments.

Running Head: TEAM EFFECTIVENESS 0
TEAM EFFECTIVENESS

TEAM EFFECTIVENESS 1
1) Setting goals that are specific, measurable and achievable are very important for the
functioning of a high performance team (Latham & Locke, 2007). These set goals
help team members to get motivated towards the work, which is necessary for the
success of any organization.
Smart goal setting brings transparency, structure and tractability into the goals and
objectives. It stands for - Specific, Measurable, Attainable, Relevant and Timely.
2) Resetting the plan will help in redirecting focus and fine tune to the new plan in
respect with the vision of the organization. The RESET framework will work like this
–
 Reflect on your past and select your future.
 Measure your priorities to chase the true objectives
 Simplify instead of overcomplicating
 Establish a proposal to accomplish improved outcomes in less time
 Time Block actions that fast track extraordinary outcomes
3) The components of core team effectiveness are –
 Common Vision – An objective that needs to be accepted by every team
member and used in providing right direction.
 Clear Roles – Every team member are clear about their accountability.
 Mutual Trust – As it helps open communication, collaboration and respect.
 Effective Process – Help team members to monitor and adjust their
performance.
 Strong Team leadership – The team leader should be credible and respected
in order to success.
4) To effectively accomplish the task, the team leader needs to communicate all the
necessary and important information connected to the project and it also includes all
the roles and responsibilities of the respective team members to that of project. The
leader needs to communicate much information such as project details, nature of
work, time slot is given, connected stakeholders and parties, and each team members
role and responsibilities.

TEAM EFFECTIVENESS 2
5) In respect with leadership competencies, Self-awareness plays as most valuable aspect
as it is being conscious of what an individual is good at while acknowledging what he
still has yet to learn (Richards, Campenni & Muse-Burke, 2010). This also helps him
to be counterintuitive while playing in highly competitive culture.
If the leader is self-aware about his/her trait and management style, it will be credible
for both him and organization and this will help also in gaining trust from other which
is very crucial in an effective leadership. On an organization level, this will bring both
innovation and agility, which is also called as two hallmarks of high performance
organizations.
6) A team is a collaboration of many individuals, which differs in terms of traits, skill-
set, knowledge, capability, culture, and mind-set.
Having these mix team members will benefit organization in many ways like -
 Apply a mix of skills to go beyond the scope of any individual.
 Resolve complex issues with more than one mind and build new ideas.
 Help people to gain knowledge from each other so as to enhance the skill set.
7) Sorts of Teams –
Problem-Solving Team Cross-Functional Team
Group of 5 to 10 employees of the similar
department who meet for a few hours each
week to plan of enhancing quality, efficacy
and work environment.
Employees from about the same hierarchical
level but from different work areas, who
come together to achieve a task.
Self-Manage Work Team Virtual Teams
It includes group of 10 to 15 people, who
take on the responsibilities of their former
supervisors.
The teams to tie together physically
dispersed fellows in order to attain a mutual
goal with the help of using technology.

TEAM EFFECTIVENESS 3
8) A consultative team culture can formed by -
 Setting up an open meeting plan.
 Communicate a clear mission, vision and goals.
 Make an anonymous feedback mechanism.
 Offer employees some control over their work environments.
 Develop objective pay policies.
 Encourage learning and growth at every opportunity.
9) Tips for building a cohesive team –
 Setting up a mission.
 Explore for diversity.
 Utilize individual strengths.
 Practice teamwork.
 Communicate effectively.
 Give feedback.
 Ask feedback.
 Achieve Success effectively.
10) Getting the team members skills, abilities and preferred roles can help the
organization and management in various ways (Griffin, Neal & Parker, 2007). The
leader can plan and allocate the respective by matching it with the skill set of the
employee and allow to develop and individuals to demonstrate their particular
strengths and skills in the accomplishment of the task.
Moreover, this will also complement the other team members to get their preferred
role in the attainment of the objectives.
11) Management is a set of principles, which helps in the various functions such as
planning, organizing, directing and controlling (Raduan, Jegak, Haslinda & Alimin,
2009).
Delegation is related with carrying out the specific task or activities with some
authority maintained by the supervisor implied to another person. In respect with
delegation, team leader allocates and distribute the roles in a team equally. Moreover,
the leader also encourages the growth and development of team members. In respect
with management, the team leader arranges and settles all resources needed in the

TEAM EFFECTIVENESS 4
accomplishment of the task. He also ensures that the task is completed with full
efficiency and thus makes control over the process.
12) To earn the trust of the team, I will opt these following ways –
 I will try to be an open and effective communicator as it will help me to
engage more in the workplace and deepen the relationship with the workers.
 I will do not set my employees up to fail and so an open two-way line of
communicate will be maintained and hold every employee accountable in their
tasks.
 I will also lead them by example, as this will influence my team member
actions and thus drive results.
 I will also maintain transparency and so I speak truth to power.
13) The five stages of group development are –
 Forming – In this stage, the team members first meet each other by
introducing themselves with each other’s and sharing information related to
background, experience and interest (Chong, 2007). This initial stage of team
growth is very significant for the team leader to be very clear relating to team
objectives and individual roles.
 Storming – This stage is very competitive as every individual in the team try
to compete with one other for the position and acceptance of ideas. All have
their different thoughts and thus also a cause for the conflicts.
 Norming – In this stage, the team members start working as a group and begin
to work efficiently as a team. They are now not dedicated on individual goals.
 Performing – The team members are now starting functioning at a very high
level. The team leader also now not required monitoring every progress of
team.
 Adjourning – As the project ends, the team members now start moving out to
new directions.

TEAM EFFECTIVENESS 5
16) In a group or team, feedback plays an important role as it can motivate the team
members to perform better. Moreover, it can also enhance the performance with better
decisions made. It can also be perceived as a tool for continued learning. As an
individual, it can help to learn their weak aspects and thus provide solutions to
improve them. Moreover, feedback on a team brings and encourages team spirit and
positive work culture. Feedback also increases performances as managers can
understand individuals’ strengths and weaknesses and then help them to grow and
develop in their area.
17) There are several advantages for the employee recognition such as –
 Increase individual productivity
 Greater employee satisfaction
 Higher loyalty
 Teamwork between employs is enhanced.
 Retention of quality employee increases.
Rewards that are needed to be given to the employees’ dose not necessarily have to be
expensive. Some potential rewards can be –
 Gift coupons and gift cards.
 Rewards in the form of cash.
 A short vacation opportunity.
 Insurance related aids.
 A free lunch.
 Redeemable gold points and so on.
18) The best and effective strategy for the team engagement, productivity,
communication and feeling of belongings will be –
 Thinking up of “Bottom Up”, not “Top Down” – Using survey and
questionnaire will be significant when gauging with the employee feelings and
opinions.
 Showing them that the management listen
 Sharing of good practices and ideas between the teams.
 Maintained channel from where employee can raise the voice.
 Understanding individual learning style and preference.

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 Incorporate effective group learning strategies.
19) Various ways of encouraging members of a team are –
 Schedule brainstorms sessions on a continuous basis.
 Maintained the right environment.
 Create innovative Zones.
 Be transparent with overall business goals.
 Create a rotating culture.
 Build a shared, centralized idea bank.
 Give them feedback on a continuous basis.
 Foster cross-functional conversations.
 Democratize idea creation.
20) Including employees in planning and decision making process will benefit the
organization and workplace in following ways –
 The employee will feel that they are valued part of the team.
 There is a creation of strong bond of responsibility in the process of decision-
making.
 Employees will perceive organization goal as the individual goals.
 Morale and motivation will be higher.
 It will also help manager to focus on other areas of department and thus lead
to success of the organization.
21) Good leaders must lead by examples. According to “Lead by example” concept, one
should focus on his/her behaviour so that the organization can be benefitted. The
reason for acknowledging this concept is productive leadership. It can be
demonstrated by leader if he takes responsibility, be truthful and courageous,
acknowledge failure, be persistent and listen and delegate liberally.
22) There is a difference between what you want to do and what you are willing to do.
Leadership is learned just like riding a bike, except that you never stop learning how
to be a leader. Everyone has the same commitment to carrying it out and making it
work to the best of their abilities.

TEAM EFFECTIVENESS 7
23) It is necessary for the manager or team leader to quickly resolve the workplace issue
as it can harm the organization in many ways if not addressed promptly –
 It can decrease the employee morale and this may lead to the distraction from
the organizational objectives and goals.
 Productivity in operation can be significantly affected which is bad sight for
any business enterprise.
 Organization can also lose any quality employee if not addressed quickly.
24) It is important to be patient with such team members during that phase. Proper
communication needs to be built to clarifying the doubts and issues. Also, I will take
one-on-one meeting so as to acknowledge the issue in a deep manner. I will also start
the feedback mechanism to ensure they are on right course to get their objectives
wrapped up.
25) Innovation in workplace is to use creativity to improve performance of a process,
person, team and business enterprise (Zoghi, Mohr & Meyer, 2010). The major
desirable characteristics are –
 Better Service
 Collaboration of multiple functions into one tool.
 Empowerment of users.
 Increased in customizability.
 Raising overall productivity.
 Decrease impact on environment.
 Saving time and money.
26) The most effective way to communicate to the supervisors are –
 Understand your leaders and their goals and starts with the bottom line.
 Communicate in a persuasive style and speak in numbers.
 Negotiate the support you need to perform successfully.

TEAM EFFECTIVENESS 8
27) The tension in teams can be quickly resolved –
 Addressing it directly by communicating with the parties involved in it.
 Listen to both of the sides.
 Explore mutual ground.
 Promote cooperation.
 Provoke negative feelings.
 Be optimistic.
28) As an employer, it is my responsibility to hide necessary information given by the
executives and top management and communicate only that information which is
important for the employee to be known or related to their job role and description.
Therefore, I will first plan a draft of the necessary information, which is needed to
communicate. Afterwards, I will verify and recheck that this draft with my colleague
or immediate supervisor so that it can be later on communicated to all respective
employee with full clarity.

TEAM EFFECTIVENESS 9
References
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, 8(3), 202.
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance:
Positive behavior in uncertain and interdependent contexts. Academy of management
journal, 50(2), 327-347.
Latham, G. P., & Locke, E. A. (2007). New developments in and directions for goal-setting
research. European Psychologist, 12(4), 290-300.
Raduan, C. R., Jegak, U., Haslinda, A., & Alimin, I. I. (2009). Management, strategic
management theories and the linkage with organizational competitive advantage from
the resource-based view. European Journal of Social Sciences, 11(3), 402-418.
Richards, K., Campenni, C., & Muse-Burke, J. (2010). Self-care and well-being in mental
health professionals: The mediating effects of self-awareness and
mindfulness. Journal of Mental Health Counseling, 32(3), 247-264.
Zoghi, C., Mohr, R. D., & Meyer, P. B. (2010). Workplace organization and
innovation. Canadian Journal of Economics/Revue canadienne d'économique, 43(2),
622-639.