Teamwork and Leadership: Roles, Theories, and Performance Analysis

This report delves into the critical aspects of teamwork and leadership within a business context, focusing on how these elements contribute to achieving organizational goals and objectives. The report begins by exploring Belbin's Team Role Theory, outlining the nine distinct roles and their impact on team dynamics. It then examines the roles and skills required of effective team members and leaders, emphasizing the importance of communication, motivation, and strategic planning. A comparative analysis of Tuckman's Teamwork Theory and motivational theories, such as Maslow's Hierarchy of Needs, provides insights into team development and individual motivation. Furthermore, the report evaluates the attributes and skills necessary for leadership, highlighting the qualities of leaders and their role in managing and influencing teams. Finally, the report discusses the significance of team performance appraisals and external observation in monitoring and improving team effectiveness, offering strategies for assessing and enhancing overall team performance within an organization.

Teamwork and leadership

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 features of an effective working team, according to Belbin's team role theory...............1
1.2 Role and Skills as a team member....................................................................................2
1.3 Compare and Contrast of Tuckman and Motivational theories........................................3
TASK 2............................................................................................................................................4
2.1 Attribute and skills needed by a leader.............................................................................4
2.2 Evaluate their own skills as a team leader........................................................................5
TASK 3............................................................................................................................................6
3.1 Effectiveness of specific team performance.....................................................................6
CONCLUSION................................................................................................................................7
REFRENCES...................................................................................................................................8

INTRODUCTION
Teamwork and leadership play important role in achieving goal and objectives of
business which is predetermined. When number of peoples are working in group or team then
this require continue monitoring by leaders of that particular department. Whereas, leaders is
necessary part because they monitor as well control overall working of enterprise (Chuang,
Jackson and Jiang,2016). Role of leader is to motive personnel so they can do their work in
effective manner and assist in generating revenue. Below mention assignment shows benefits of
teamwork and leadership in day to day working of business.
TASK 1
1.1 features of an effective working team, according to Belbin's team role theory
Belbin's Team Theory- Belbin identified nine team roles and he categorized those roles
into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is
associated with typical behavioural and interpersonal strengths. When this theory is implemented
in Barcley company then it assists in its growth and development.
Belbin also defined characteristic weaknesses that tend to accompany each team role. He called
the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioural
weakness, these are areas to be aware of and potentially improve. There are nine role of this their
in team working which is given below:-
 Shaper (SH)- Shapers are people who challenge the team to improve. They are dynamic
and usually extroverted people who enjoy stimulating others, questioning norms, and
finding the best approaches for solving problems. The Shaper is the one who shakes
things up to make sure that all possibilities are considered and that the team does not
become complacent.
 Implementer (IMP)- Implementers are the people who get things done. They turn the
team's ideas and concepts into practical actions and plans (Yang, Huang and Wu, 2011).
They are typically conservative, disciplined people who work systematically and
efficiently and are very well organized. These are the people who you can count on to get
the job done.
 Completer-Finisher (CF)- Completer-Finishers are the people who see that projects are
completed thoroughly. They ensure there have been no errors or omissions and they pay
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attention to the smallest of details. They are very concerned with deadlines and will push
the team to make sure the job is completed on time.
 Coordinator (CO)- Coordinators are the ones who take on the traditional team-leader
role and have also been referred to as the chairmen. They guide the team to what they
perceive are the objectives. They are often excellent listeners and they are naturally able
to recognize the value that each team member brings to the table.
 Team Worker (TW)- Team Workers are the people who provide support and make sure
that people within the team are working together effectively. These people fill the role of
negotiators within the team and they are flexible, diplomatic and perceptive.
 Resource Investigator (RI)- Resource Investigators are innovative and curious. They
explore available options, develop contacts, and negotiate for resources on behalf of the
team (Cornthwaite, Edwards and Siassakos,2013). They are enthusiastic team members,
who identify and work with external stakeholders to help the team accomplish its
objective.
 Plant (PL)- The Plant is the creative innovator who comes up with new ideas and
approaches. They thrive on praise but criticism is especially hard for them to deal with.
Plants are often introverted and prefer to work apart from the team.
 Monitor-Evaluator (ME)- Monitor-Evaluators are best at analysing and evaluating ideas
that other people (often Plants) come up with. These people are shrewd and objective,
and they carefully weigh the pros and cons of all the options before coming to a decision.
 Specialist (SP)- Specialists are people who have specialized knowledge that is needed to
get the job done. They pride themselves on their skills and abilities, and they work to
maintain their professional status.
1.2 Role and Skills as a team member
A team leader is someone who provides direction, instructions and guidance to a group of
individuals, who can also be known as a team, for the purpose of achieving a certain goal. An
effective leader will know her team members' strengths, weaknesses and motivations. Team
leaders serve various roles in an organization. Their job is to get tasks done by using all of the
resources available to them, including other employees or team members. Below is a list of some
important roles a team leader must often take on:
 Develop a strategy the team will use to reach its goal.
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 Provide any training that team members need.
 Communicate clear instructions to team members.
 Listen to team members' feedback.
 Monitor team members' participation to ensure the training they are being provided is
being put into use, and also to see if any additional training is needed.
 Manage the flow of day-to-day operations.
Along with this there is requirement of some skills also in leadership because he\she is
the person who control, monitors as well manage entire working of employees (Goetsch and
Davis,2014). Some of these skills are:-
 Communication
 Non-verbal communication
 Coaching
 Directing Others
 Relationship Building
1.3 Compare and Contrast of Tuckman and Motivational theories
Tuckman's Teamwork Theory- First developed in 1965, Tuckman’s model is widely
known as a basis for effective team building. has been applied in countless organizations and
scenarios. With four main stages titled forming, storming, norming, and performing; this theory
is commonly referred to as the origin for successful team building. To summarize these four
phases, Tuckman coined the oft-quoted terms: “forming”, “storming”, “norming” and
“performing”.
Maslow’s Hierarchy of Needs- The Hierarchy of Needstheory was coined by
psychologist Abraham Maslow in his 1943 paper “A Theory of Human Motivation”. The crux of
the theory is that individuals’ most basic needs must be met before they become motivated to
achieve higher level needs. The hierarchy is made up of 5 levels:
1.Physiological– these needs must be met in order for a person to survive, such as food, water
and shelter.
2.Safety– including personal and financial security and health and well being.
3.Love/belonging– the need for friendships, relationships and family.
4.Esteem– the need to feel confident and be respected by others.
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5.Self-actualisation– the desire to achieve everything you possibly can and become the most
that you can be.
Difference and similarities of Trukman theory and motivational theory:- team work
theories implementation in company guide other employees how to work in team to achieve a
common goal. On the other hand, motivational theories motivate personnel to work in company
in that manner so they can easily achieve goal as well objectives. Some similarities are both
theories have their several purpose in company but similar is that they work of achieving goal
and objectives of organisation in which they are working.
TASK 2
2.1 Attribute and skills needed by a leader
Barclay's is large organisation in which leader is expanding their team by adding more
members in it so they require some skills and features in them to manage their team properly.
Some of them is given below:-
Skills of leaders- An effective team leader has a variety of traits and characteristics that
encourage team members to follow him (Hunziker and et.al., 2011). Team leaders naturally
possess certain qualities, such as compassion and integrity, or learn leadership skills through
formal training and experience. The qualities of an effective team leader inspire the trust and
respect of the team and stimulate production within the workplace.
 Clear Communication
 Organized
 Motivation
 Positivity
 Trustworthiness
 Creativity
 Feedbacks
 Responsibility
 Commitment
Attributes of leaders:- Everybody defines leadership differently but I really like the way
John C Maxwell defines leadership, “A leader is one who knows the way, goes the way, and
shows the way.” Irrespective of how you define a leader, he or she can prove to be a difference
maker between success and failure. A good leader has a futuristic vision and knows how to turn
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his ideas into real-world success stories. In this article, we take an in-depth look at some of the
important leadership qualities that separate good leaders from a bad one. Some attributes is given
below:-
 Honesty and Integrity
 Confidence
 Inspire Others
 Commitment and passion
 Good Communicator
 Decision- Making Capabilities
 Accountability
 Delegation and Empowerment
 Creativity and innovation
 Empathy
2.2 Evaluate their own skills as a team leader
Barcley have several department with team leaders for managing their activities some
skills is required in leader. Some of them is given below:-
 Ability to lead and influence others– So much of being a leader depends on if you can
“rally the troops”. Having the ability to have the confidence to lead a team and be
influential is a tremendous asset. If the leader cannot influence others to become
motivated around a common goal they will struggle to be effective.
 Ability to relate and interact with peers, subordinates, and superiors– A strong
leader needs to be effective and interact with individuals from all levels within the
organization (Juriza and et.al., 2011). We all know about the leaders who can manage up.
These are the individuals who can convince their boss they are a gift from god, but they
cannot fool their direct reports. Effective leaders have the ability to communicate and
collaborate with individuals from all levels.
 Ability to analyse information and make decisions– This one goes without saying, but
this list would not be complete without mentioning pure intelligence. Leaders who are
able to analyse information and make good decisions are more effective than their
counterparts. However, this may appear to be simpler than it really is. The leaders not
only needs the mental horsepower to interpret information but they also need the
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personality and confidence to trust in the decisions they make and follow-through with
them.
 Ability to execute and deliver– Organizations love the leaders who can just plain and
simple get stuff done. After a decision is made or a strategic plan is set it needs to be
executed or the strategy will fail. Leaders who have the drive to create urgency around
projects and tasks also have the ability to get things done. It doesn’t have to be at the
detriment of their employees either. Effective leaders can get stuff done in a timely
manner and ensure their employees are getting the work-life balance they need to stay
energized.
TASK 3
3.1 Effectiveness of specific team performance
Team performance is important for achieving goal and objectives of organisation. When
group is doing well they require performance appraisal to motivate them (Koppett, 2013). As
well performance of them can be monitored with the help of observation or monitoring is
beneficial. Both these points is explained below:-
Appraisal: As jobs become more intricate, organizations must rely on teams of people to
accomplish tasks. To evaluate job performance by teams of people, organizations institute team
performance appraisals. Team performance appraisals assess the performance of teamwork on
organizational performance. Team performance appraisals can range from recognition of
individual performance and its contribution to group outcomes to only an assessment of the
organization's performance. When only an organization's performance is evaluated, no individual
appraisals are completed and individuals do not receive performance ratings. Some ways of
performance appraisal are:-
 Assessment Centre Method
 Rating Scale
 Paired Comparison method
 360 degree feedback
External observation: monitoring performance of team is necessary to get appropriate
work which is required to achieve objectives and goals (Taylor and et.al., 2011). External
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observers can be manager, leaders. Importance of external observation on team performance is
given below:-
 Maintain quality of goods and services
 No overlapping of work
 No conflicts
CONCLUSION
From the above assignment it has been concluded that teamwork is important in
organisation to remove burden of work on individual person. When there is group for doing
particular work then they can complete assigned project on time. Leaders is required for
monitoring and controlling work of all departments.
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REFRENCES
Books and Journals
Chuang, C.H., Jackson, S.E. and Jiang, Y., 2016. Can knowledge-intensive teamwork be
managed? Examining the roles of HRM systems, leadership, and tacit
knowledge. Journal of management, 42(2), pp.524-554.
Cornthwaite, K., Edwards, S. and Siassakos, D., 2013. Reducing risk in maternity by optimising
teamwork and leadership: an evidence-based approach to save mothers and babies. Best
Practice & Research Clinical Obstetrics & Gynaecology, 27(4), pp.571-581.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Hunziker, S., and et.al., 2011. Teamwork and leadership in cardiopulmonary
resuscitation. Journal of the American College of Cardiology, 57(24), pp.2381-2388.
Juriza, I., and et.al., 2011. Outdoor camps experiential learning activities for teamwork and
leadership among medical students. Procedia-Social and Behavioral Sciences, 18,
pp.622-625.
Koppett, K., 2013. Training to imagine: practical improvisational theatre techniques for trainers
and managers to enhance creativity, teamwork, leadership, and learning. Stylus
Publishing, LLC.
Taylor, S.L., and et.al., 2011. What context features might be important determinants of the
effectiveness of patient safety practice interventions?. BMJ quality & safety, 20(7),
pp.611-617.
Yang, L.R., Huang, C.F. and Wu, K.S., 2011. The association among project manager's
leadership style, teamwork and project success. International journal of project
management, 29(3), pp.258-267.
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