Team Leadership: High Performance Multicultural Teams Report

This report provides a comprehensive analysis of team leadership, specifically focusing on high-performance multicultural teams within the context of MaltaPost plc. It explores the link between team performance and strategic objectives, evaluating tools and techniques for setting performance targets, such as performance appraisals, 360-degree feedback, reward programs, and management by objectives. The report further discusses the requirements for team members to meet future performance objectives, including centralized databases, address duplication methods, and democratic leadership. It identifies challenges faced by MaltaPost in managing teams, such as coordination failures and disengagement, and suggests solutions, including motivational theories like Maslow's hierarchy, two-factor theory, and expectancy theory. The application of delegation, mentoring, and coaching to strategic objectives is also examined, providing a holistic view of effective team leadership and performance management.

HIGH PERFORMANCE MULTICULTURAL TEAMS AND TEAM LEADERSHIP
STUDENT DETIALS
STUDENT DETAILS

TEAM LEADERSHIP 1
Contents
Introduction................................................................................................................................2
Task 1.........................................................................................................................................3
A.C. 1.1..................................................................................................................................3
A.C. 1.2..................................................................................................................................4
A.C. 1.3..................................................................................................................................6
Task 2.........................................................................................................................................7
A.C. 2.1..................................................................................................................................7
A.C. 2.2..................................................................................................................................8
A.C. 2.3................................................................................................................................10
A.C. 2.4................................................................................................................................11
Task 3.......................................................................................................................................13
A.C. 3.1................................................................................................................................13
A.C. 3.2................................................................................................................................13
A.C. 3.3................................................................................................................................13
Task 4.......................................................................................................................................14
A.C. 4.1................................................................................................................................14
A.C. 4.2................................................................................................................................15
Conclusion................................................................................................................................16
References................................................................................................................................17

TEAM LEADERSHIP 2

TEAM LEADERSHIP 3
Introduction
Performance management is the effective process that ensures that all the process of an
organization is set in accordance to achieve and meet with organization’s goals and
objectives (Audenaert, et. al., 2019). Performance management of an organization is design
to primarily focus on the specific department to ensure better functioning. Leadership is the
effective element in the performance management because effective leadership governs the
functions of the performance management (Bianchi, 2016). For this report, the selected
company is the MaltaPost plc. This is the postal service company in Malta and it is operating
since 1998. The headquarter of the company is situated in Marsa, Malta. On 31st January
2002, when government sold 35% stakes then the company become partially privatized. The
35% stakes sold to Transcend Worldwide Ltd, this is the subsidiary company of New Zealand
Post Ltd. After that in September 2007, the government sold 25% of its stakes in Maltapost to
Lombard Bank plc (Maltapost.com, 2020). Moreover, in January 2008, the government
decided to sell rest 40% of its stakes to public. In 2011, the company has gone through the
series of reforms including adopting a new logo to major changes in their management
functions (Maltapost.com, 2020). In this report, there will be discussion about the link
between team performance and strategic objectives with evaluate tools and techniques that
are available with the management to set team performance targets. Apart from this, three
different theories of motivation will be discussed in this report in accordance with
achievement of team performance with the application of delegation, mentoring and coaching
to strategic objectives. A critical evaluation will also be made for team performance for the
company in effective and efficient way. Moreover, influencing methodologies will also be
gain through the commitment of an individual members.

TEAM LEADERSHIP 4
Task 1
A.C. 1.1
The primary aim of the strategic objectives is to ensure effective performance management in
the Maltapost for accomplishing goals and objectives of the management from both short
term and long-terms perspective. In other words, it can said that team performance and
strategic objectives ensure an effective link between each other so that strategic capabilities
in the management can be generate through knowledgeable employees (Dekker, Ding and
Groot, 2016). In Maltapost, the management has continuously focus on team performance
because the company belongs from the postal services industry and in this industry, it is
required that all the team members should be working together for developing various
interrelated processes. Later on, the management believes that these interrelated process
leaves a positive impact on the various aspects such as productivity, customer service,
fulfilling demands, ensuring effective functions in the operations, etc (Dekker, Ding and
Groot, 2016).
Apart from this, strategic objectives of Maltapost and performance of teams of various
department have a positive link among them but the management many times faces adverse
challenge when team members fails to accomplish their individual targets for ensuring
effective performance (Franco-Santos and Doherty, 2017). Thus, failure of teams for ensuring
performance has directly put adverse effect on the strategic objectives of the company.
Moreover, for examines the performance of the company based on the way of operations, the
management of the company can incorporate the application of congruence models. Through
this suggested model, the management can overview different ways to put together
importance element to ensure better team performance (Ewenstein, Hancock and Komm,
2016).

TEAM LEADERSHIP 5
Below is the structure of the congruence model:
(By author)
A.C. 1.2
This section will evaluate about the available tools and techniques that will help the
management to set team performance targets. Below are the 4 major tools and techniques
through which Maltapost can utilize for setting team performance targets:
 Performance appraisals:
Work
Values &
Behaviour
Organization &
structure
People & skills

TEAM LEADERSHIP 6
The company can incorporate the effective performance appraisals parameters to
motivate their existing workforce. However, the different applications of performance
appraisals will help the management to guide their team members to optimum
utilization of their potentials (Franco-Santos and Doherty, 2017).
 360 degree feedback:
Under this feedback system it will help the team leaders of the company to direct each
and every team member by getting conducting a one on one session about themselves.
This session includes the description of challenges they are facing in the company and
they are free to express their views (Gerrish, 2016).
 Reward and recognition programs:
As the company belongs from the postal services industry and in this industry all the
members and departments have to work accordingly for ensuring effective operations
(Audenaert, et. al., 2019). Thus, better reward and recognition programs in the
company will be a great method to motivate team members in conducting operations
with better productivity (Gorman, et. al., 2017).
 Management by objectives (MBO):
MBO is the well defines process for accomplishing a specific objective. MBO guides
to the company about their specific objectives within the period of time then MBO
provides profound ways to the company through which they can directs their team
members for fulfilling organization goals. In other words, it can be said that MBO
involves performance tools that will be needed by the team members and MBO also
involves the process to compare it with standards that are set by the company to
achieve these objectives (Hung, 2017).

TEAM LEADERSHIP 7
A.C. 1.3.
This section will focus on the requirement of the team members that they need to fulfil future
performance objectives. Although these requirements are changes from time to time because
each time scenario and external or internal conditions are different but still there will be
discussion about the basic requirement that team members requires from the perspective of
future team performance needs:
 Centralized database to maintain all post and mailing addresses:
A large portion of the organizations keep up various databases for customer data and
it frequently turns into an annoyance to keep everything synchronized and all around
oversaw. Sending out information starting with one stage then onto the next and
attempting to determine clashes and conditions can turn out to be extremely difficult
to do, particularly when managing a lot of information. It's along these lines a
prescribed practice to keep one concentrated database which contains and keeps up
the entirety of the helpful information. Peruse increasingly here how a focal database
can go far in making business tasks progressively effective (Jakobsen and Mortensen,
2016).
 Methods for duplication address identity:
Teams in the postal industry always require a well defines software or any other
effective measure that can easily identify duplication address. This team performance
tool with help the employees of the Maltapost to save their time and efforts (Kokina,
Pachamanova and Corbett, 2017).
 Democratic leadership in Maltapost is important from the perspective of future
performance needs of the team members:
From the future perspective it is can analysed that there is the requirement for
democratic leadership in the company instead of any other leadership style

TEAM LEADERSHIP 8
(Audenaert, et. al., 2019). The reason behind suggesting the applications of
democratic leadership is that because it will help the team members to take
independent decisions and to put their views in effective and efficient was possible
(Kuvaas, Buch and Dysvik, 2016).
Task 2
A.C. 2.1
Currently, the company is facing adverse challenges in managing their team members in
order to accomplish shared goals of the company. Identified challenges in Maltapost are as
follows:
 Failure in establishing coordinating in the team
 Lack of interest in the operations
 Role uncertainty
 Disengagement
Through these major challenges it can be analysed that the management is facing challenges
in managing their team members. Through these challenges it can be judged that the
management of Maltapost is not able to conduct effective team operations because of lack of
deficiency in their performance management. However, in order to achieve stable operations
in performance management operations the company should first work on their basic lack of
deficiency. The management require deferent parameters to deal with lack of deficiency.
Later on, when management has successfully outperformed their deficiency in performance
management then they can move towards the other framework they require to ensure
effective performance management objectives (Patrucco, Luzzini and Ronchi, 2016). Thus, it
is suggested that firstly management should inquire for ways through which they can clear
current deficiency in performance management. Secondly, management should search for the

TEAM LEADERSHIP 9
ways that they can implement in their process so that their performance management
objectives can be fulfil. For the second part, suggested guidelines are:
Step 1: Find task that need to be accomplish on priority basis
Step 2: Select effective Performance Measures
Step 3: Make a Baseline
Step 4: Evaluate Performance
Step 5: Develop a Plan and Make Changes to Improve Performance
Step 6: Monitoring of performance
A.C. 2.2
Below are the three motivational theories that will help the management in the
encouragement of team members:
 Maslow’s theory of need hierarchy:
The management can incorporate the utilization of the Maslow’s hierarchy of needs.
This hypothesis in psychology incorporate the five-tier model of the human needs.
Now the management of Maltapost can teach their employees about their five-tier
models of the human needs. Learning and utilizing these five tier models will help the
employees of the company to grow professionally as well as to grow personally.
These five tier models include psychological, safety, love and belonging, esteem and
self-actualization. The unique advantages of this hypothesis are that it is a valuable
approach of thinking about human motivation and incentives. Here, the approach is
that management of the Meltapost only need to describe about the Maslow’s theory of

TEAM LEADERSHIP 10
need, employees themselves will be apply the application of this hypothesis as per
their values (Pavlov, et. al., 2017).
 Two factor theory:
The two-factor theory of motivation states that there are various factors in the
workplace that directly resultant in job satisfaction but on the other side there are
various factors in the workplace which causes dis-satisfaction among the workforce.
Now, the management need to take effective actions on all those factors which are
causing dissatisfaction in the workforce. Few identified factors can be related to the
hygiene, etc. By outperforming these factors the management of the company can
empower their employees with better motivational parameters in effective and
efficient way possible (Rajnoha and Lesníková, 2016).
 Victor Vroom's expectancy theory:
Vroom's anticipation hypothesis accepts that conduct results from cognizant decisions
among options whose reason it is to amplify joy and to limit torment. Vroom
understood that a representative's exhibition depends on singular factors, for example,
character, aptitudes, information, experience and capacities (Richards, et. al., 2019).
All these above hypotheses will help the company to establish effective direction for their
employees and to motivate them. However, employees also have to pay their effective
contribution in line with the management to accomplish better results.
A.C. 2.3
The application of delegation empowers a leader to passes down the authority in their
downline to accomplish specific task. However, still all the accountability and responsibility
are hold by the leaders themselves. Delegation of authority gives extra time to the leader to
focus on higher-level tasks. It also empowers trust between subordinates and team leaders.
Apart from this, it is noticed that when a leader decides to delegates authority of a specific

TEAM LEADERSHIP 11
task then it resultant in improving efficiency, time management and productivity. Apart from
this, the application of mentoring and coaching can also help the Maltapost to accomplish
their strategic objectives. As providing coaching to the employees will help them to supervise
an individual or group in sharping their skills (Tomaževič, Tekavčič and Peljhan, 2017).
Applications of coaching are more connected with the process of training and supervising. On
the other hand, the application of mentoring directly refers to the counselling process and it is
suggested that team members should first conduct one by one mentoring session of individual
team members. Moreover, the management should also focus on fulfilling the needs of the
employees both psychological and physical (Thekdi and Aven, 2016).
A.C. 2.4
In this section discussion will be made regarding the team performance plan. As team
performance plan is the detailed plan that is used to provide guidance to the team for
fulfilling strategic objectives (Audenaert, et. al., 2019). Below is the performance plan for the
team members of Maltapost:
OBJECTIVES MARCH APRIL MAY
Invent team feedback
session
On 18th March –
explain about
importance for
integrated system
On 18th April –
allow employees
with their
suggestions.
On 19th May –
conduct a one by
one session with
team leaders to
monitor their
challenges.
Identify challenges by
evaluating their
monthly performance.
Evaluate monthly
performance on 15th
March
On 20th April On 15th May

TEAM LEADERSHIP 12
Effective utilization of
team resources
Make necessary list
of require current
resources.
On 21st April, adjust
this list
On 24th May, bring
necessary
adjustments in the
process.

TEAM LEADERSHIP 13
Task 3
A.C. 3.1
For Maltapost, it is suggested that the management should start inviting open feedback
system for them. As the major identified tools and methodologies for the company to initiate
changes is that the management should aware about the thinking of their employees for them.
Inviting feedback into management system, it will help the company to know about the
mindset of the employees and getting feedback will also empower the management to
implement effective changes in the process. Inviting feedback system will also help the
management to promote personal as well as professional growth of their team members.
Although, inviting feedback system is all about listening actively and observing the
suggestion and views of the employees (Van Berkel and Knies, 2016).
A.C. 3.2
The problematic behaviour in the performance management of the Maltapost are failure in
establishing coordination in the team members, role uncertainty, lack of interest in the
operations, etc. All these measures require to be solved with the immediate efforts because
only after outperforming all such challenges the management can implement other changes.
Outperforming these challenges will also help the management to give effective directions to
their team members and in the above suggestion it is already suggested that the company
should invite feedback system. Through the application of feedback system, the management
can understand the views of their employees (Bianchi, 2016).
A.C. 3.3
The performance of the team contributes an important role in meeting with the objectives of
the company. If team members are motivated and they work with their full enthusiasm then
objectives of the team can be achieved early with immediate efforts. Thus, it can be said that

TEAM LEADERSHIP 14
positive efforts of the team members empower the management to complete their strategic
management objectives. On the other hand, when team members are de-motivated then they
failure to deliver their complete productivity which puts adverse effect on the strategic
objectives of the teams (Dekker, Ding and Groot, 2016).
Task 4
A.C. 4.1
There are various types of methodologies which are used by Maltapost Plc to gain the
commitment of the individuals to strategy which includes general methodology which has
high influence on the postal operators. This result in changing in the prices and quantities
which have board range and this model leads in economics of scale as well as scope with
reduce the overall cost and provide benefit to the sector. The sector also adopts the theory of
postal office policy it is because this theory leads in underlying the establishment and leads in
maintaining coordination with the other departments (Audenaert, et. al., 2019). This theory
helps the Maltapost Plc department to easily absorb the work and leads in maintaining
efficiency and establish better relationship and absorb the work in more efficient manner and
it also increase the satisfaction of the individuals by establishing new additional department
and managing the overall work and absorb the hesitation and reluctance. Further, this strategy
leads in providing information about the theory which help the sector in governing with the
dangers and it support in gaining the insight to get the work completed so that efficient results
will be achieved and leads in getting startling outcomes (Franco‐Santos and Otley, 2018).
The methodologies of technology and transport are also the method which is used in
increasing efficiency of Maltapost Plc. It is because transport is considered the major area for
choosing the continental mail and internet is become the major strategy through which the
conditions of physical e-mail is also changes and provide opportunity to the people for

TEAM LEADERSHIP 15
getting new business opportunities so that people buy the items through online by using mail.
Further, modern mail and services rendered which all are related with the international rules
and regulations so that paper and letters was delivered globally in more cheap and easy
manner by Maltapost Plc. The postal system is also the method which is used also used by
the company to send the packet of the letter, parcel to any addressee in the similar region or
the country. It is the efficient system it is because this leads in maintaining the accuracy,
speed, security and managing the postal operations in the efficient manner which gain the
commitment of the individuals because of using effective strategy of Maltapost Plc (Kokina,
Pachamanova and Corbett, 2017).
A.C. 4.2
An individual dynamic influence on the commitment of an individuals it is because this
support the Maltapost Plc to maintain and nurture the efficiency of the tea m and leads in
predicting the success of the organization. Therefore, it is important for the company in
identifying the strength and weaknesses of the individuals (Tomaževič, Tekavčič and Peljhan,
2017). The individual has played a major role in contributing to the group dynamics and leads
in increasing the capabilities of the individual. The other policies include interest and
organizational politics is also affect the individual commitment it is because the objective of
the organization can be in the against of the individual and can sometimes mismatch the
activities of Maltapost Plc. The estimation describes that organizational politics can also
leads in affecting the loyalty of the individual it is because of negative reputation of the
organization of the organization. The more politics leads in delaying the work of the
organization and decrease the security of the commitment which organization provides to the
individuals. Therefore, the level of interest leads in providing better results to the
organization and change the commitment of the individual accordingly, for this Maltapost Plc
can focuses on investing more on research and development so that it can understand the

TEAM LEADERSHIP 16
needs and requirements of the individual in efficient manner (Tomaževič, Tekavčič and
Peljhan, 2017).

TEAM LEADERSHIP 17
Conclusion
In this report, it is concluded that Maltapost should ensure for effective performance
management objectives to fulfil their strategic goals. It is important for the association to
achieve their shared goals and objectives and performance management contributes an
important role in this aspect. In this study, three motivation theories are suggested which are
two factor motivation theory, Maslow’s hypothesis and Victor Vroom's expectancy theory.
Apart from this, it is concluded in this report that in Maltapost the company should adopts
democratic leadership style because it will satisfy the need of the team members. Moreover,
in this study it is also guided that the company should invent feedback system in their
management for getting know about the psychology aspects of the team members. This
feedback system will help the company to understand the views of their team members and it
will leave positive impact on their performance management for fulfilling strategic
objectives.

TEAM LEADERSHIP 18
References
Audenaert, M., Decramer, A., George, B., Verschuere, B. and Van Waeyenberg, T. (2019)
When employee performance management affects individual innovation in public
organizations: The role of consistency and LMX. The International Journal of Human
Resource Management, 30(5), pp.815-834.
Bianchi, C. (2016) Dynamic performance management. Berlin: Springer.
Dekker, H.C., Ding, R. and Groot, T. (2016) Collaborative performance management in
interfirm relationships. Journal of Management Accounting Research, 28(3), pp.25-48.
DeNisi, A.S. and Murphy, K.R. (2017) Performance appraisal and performance management:
100 years of progress?. Journal of Applied Psychology, 102(3), p.421.
Ewenstein, B., Hancock, B. and Komm, A. (2016) Ahead of the curve: The future of
performance management. McKinsey Quarterly, 2(1), pp.64-73.
Franco-Santos, M. and Doherty, N. (2017) Performance management and well-being: a close
look at the changing nature of the UK higher education workplace. The International Journal
of Human Resource Management, 28(16), pp.2319-2350.
Franco‐Santos, M. and Otley, D. (2018) Reviewing and theorizing the unintended
consequences of performance management systems. International Journal of Management
Reviews, 20(3), pp.696-730.
Gerrish, E. (2016) The impact of performance management on performance in public
organizations: A meta‐analysis. Public Administration Review, 76(1), pp.48-66.

TEAM LEADERSHIP 19
Gorman, C.A., Meriac, J.P., Roch, S.G., Ray, J.L. and Gamble, J.S. (2017) An exploratory
study of current performance management practices: Human resource executives’
perspectives. International Journal of Selection and Assessment, 25(2), pp.193-202.
Hung, C.L. (2017) Social networks, technology ties, and gatekeeper functionality:
Implications for the performance management of R&D projects. Research Policy, 46(1),
pp.305-315.
Jakobsen, M.L. and Mortensen, P.B. (2016) Rules and the doctrine of performance
management. Public Administration Review, 76(2), pp.302-312.
Kokina, J., Pachamanova, D. and Corbett, A. (2017) The role of data visualization and
analytics in performance management: Guiding entrepreneurial growth decisions. Journal of
Accounting Education, 38(1), pp.50-62.
Kuvaas, B., Buch, R. and Dysvik, A. (2016) Performance management: Perceiving goals as
invariable and implications for perceived job autonomy and work performance. Human
Resource Management, 55(3), pp.401-412.
Maltapost.com. (2020) Welcome to Maltapost [Online] Available at:
https://www.maltapost.com/ [Accessed on: 29th February, 2020].
Patrucco, A.S., Luzzini, D. and Ronchi, S. (2016) Evaluating the effectiveness of public
procurement performance management systems in local governments. Local Government
Studies, 42(5), pp.739-761.
Pavlov, A., Mura, M., Franco-Santos, M. and Bourne, M. (2017) Modelling the impact of
performance management practices on firm performance: interaction with human resource
management practices. Production Planning & Control, 28(5), pp.431-443.

TEAM LEADERSHIP 20
Rajnoha, R. and Lesníková, P. (2016) Strategic performance management system and
corporate sustainability concept-specific parametres in Slovak Enterprises. Journal of
Competitiveness, 8(3), 89-97.
Richards, G., Yeoh, W., Chong, A.Y.L. and Popovič, A. (2019) Business intelligence
effectiveness and corporate performance management: an empirical analysis. Journal of
Computer Information Systems, 59(2), pp.188-196.
Schleicher, D.J., Baumann, H.M., Sullivan, D.W., Levy, P.E., Hargrove, D.C. and Barros-
Rivera, B.A. (2018) Putting the system into performance management systems: A review and
agenda for performance management research. Journal of Management, 44(6), pp.2209-2245.
Thekdi, S. and Aven, T. (2016) An enhanced data-analytic framework for integrating risk
management and performance management. Reliability Engineering & System Safety, 156,
pp.277-287.
Tomaževič, N., Tekavčič, M. and Peljhan, D. (2017) Towards excellence in public
administration: organisation theory-based performance management model. Total Quality
Management & Business Excellence, 28(5-6), pp.578-599.
Van Berkel, R. and Knies, E. (2016) Performance management, caseloads and the frontline
provision of social services. Social Policy & Administration, 50(1), pp.59-78.