Leading and Managing Work Teams: Performance and Development

This report delves into the concepts and theories of effective team working and various leadership styles. It begins by comparing and contrasting the Tuckman and Belbin theories, highlighting their roles in team development and their impact on performance management. The report then explores different leadership styles, including autocratic, democratic, transformational, and laissez-faire approaches, and discusses the essential leadership skills of problem-solving, decisiveness, and team building. The analysis emphasizes the importance of aligning leadership styles with team dynamics and the overall goals of an organization, providing a comprehensive overview of how effective team management and leadership contribute to improved performance and organizational success. The report uses examples of companies like Primark, Tesco, M&S, Apple and H&M to illustrate the concepts.

Leading and Managing Work Teams

INTRODUCTION
Team management is considered as the ability of an entity or individuals to coordinate
and administer an individual’s group in order to perform task (Valente, 2018). Within the
organisation team can come within various sizes and shapes who work collaboratively and also
relied on each other. They communicate as well as strive to achieve a particular goals as well as
objectives. Present essay will focus on concept and theory related to team working and how it is
related with performance management.
MAIN BODY
Compare and contrast concept and theory related to effective team working and relate with
performance management
In order to develop and form a team there are certain theories and concepts which are
applied. The use of theory depends on what type of team is to be developed. It is necessary to
have effective team so that goals and objectives are attained (Hoang, 2017). Moreover, effective
team work in better way as compared to ineffective team. Besides that their performance is high
as well. The theory are defined as
Tuckman theory- in was developed in 1965 and there are 5 stages in it which is
 Forming- it is first stage in which team is formed but the members do no know each
other. They behave independently and time is incurred on creating bond with each other
and knowing.
 Storming- here, member start developing relations with each other. Also, tasks are
performed and ideas are shared by members. Thus, they work together to attain common
goal
 Norming- in this member take responsibility of their task. Moreover, they trust and
support each other in completion of tasks. It leads to effective working (Moyo. and
Perumal, 2020).

 Performing– In this cooperation have been well -established and the team is mature,
organized. There is a clear and stable structure, and members are committed to the goals.
Problems and conflicts still emerge, but is dealt effectively.
 Adjourning- this is last stage where goals are attained and team is broken down. The
members still share bond with others.
 It has been evaluated that both theories are related to team development. They are useful
in forming effective teams in which there are diversified member. Moreover, it ensure
that team developed is effective and roles are assigned properly. Besides that, members
work together by creating bond. In belbin there are many roles defined that can be
integrated in norming stage of tuckman theory. However, if effective team is formed than
it leads to high performance management. This is because in that team there is systematic
communication, roles assigned are clear and specific, there is equal contribution of each
member, etc. Hence, it leads to attaining of goals in time. The performance of team is
always effective as theory is uses to form it. Both concept helps in forming a balanced
and effective teams. for example- in Primark, tuckman theory is mostly used to form
teams. And then performance of each team is measured.
 Belbin team theory- The theory categories entire team roles into 9 roles and is divided
into 3 category that is action people and thought oriented. Thus the roles are defined as
below
Action oriented-
 Shaper- they are those who want to improve team. They are extrovert and question other
and identify best method to solve problem. They find challenge as interesting and are
always have courage to push forward when they feel like to quit.
 Implementer- they are those who put ideas into practical and implement it. They are
highly discipline and likes to work in organised way. On other hand implementer are
flexible as well
 Finisher- they are those who want to finish project on time. Also, they focus on small
mistake being occurred as they want to do all work in perfect way (Moyo. and Perumal,
2020).
People oriented

 Coordinator- basically they act as team leader and are having their own objectives.
Moreover, they are able to recognize value of each member and on basis of that assign
roles to him. They remain calm and are good in nature as well
 Team worker- As name depict they are those who support team in completion of goals.
Also, they are diplomatic and flexible. They help people to get along with team.
 Resource investigator- these people are innovative and try to explore available options.
Thus, they make contact with others to acquire resources. They are extrovert and work
with external stakeholders to attain goals and objectives (Khan. and Harriss, 2019).
Though oriented
 Plant- These are 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- they analyse and evaluate ideas given by other people. Besides that, benefit and
weakness of each option is examine and then decision is taken by them. They are critical
thinkers
 Specialist- As name shows these are those who are specialized in particular field and are
having skills and experience. Their role is to act as expert within team (Glazer.and
Liu,2017).
 On contrary there is difference between both theories. It can be identified that in tuckman
there are 5 stages which is defined. So, there is nothing mentioned about roles and how
team is formed. The stages are defined in brief. Similarly, in belbin theory it only shows
that who all are there in team. Here, only different roles are defined and there is no
particular formation of how team is developed is shown in it. Furthermore, tuckman and
belbin are different from one another. One shows stages of team formation whereas other
shows 9 team roles on basis of behavior and characteristics of members (Haunton, 2020)..
The theory state about weak areas of team that need to be improved. In addition, all team
roles are defined in detailed that what each person do and behave like while working in
team and in tuckman there is nothing described like this. It shows that what happen in
each stage and what member do in it. The both concept are related to performance
management as forming of ineffective team results in not attaining of goals and
objectives. This also impact on member productivity and entire team performance.

Hence, in these both each stage and member role needs to be defined in clear way so that
effective team is developed. For examples tesco uses belbin theory to form teams for
various project and increasing performance of employees.
CONCLUSION
From the above it had been concluded that there are many team development theories
like Tuckman theory, belbin, etc. in all there are several stages of forming team. In tuckeman
stages are forming, Storming, Norming and Performin.. In belbin stages are Action oriented,
Implementer, Finisher, People oriented, Team worker, Resource investigator, Though oriented
and many more..
INTRODUCTION
It is necessary for leader to follow different leadership styles so that goals are attained.
The use of styles depends on traits and characteristics of leader. Besides that, it also depends on
situation as well. without leadership styles, a leader is not able to lead team. This essay will
discuss about various leadership styles and skills of leader.
MAIN BODY
Different leadership styles
 Autocratic leadership styles- This is the type of the leadership styles that can be centre
around as well as fully focused on the leader. Here in this leadership styles all the
decisions making are made through leaders without taking any consultation with other
employees within firm. Here leader takes their own decisions and all other staff members
follow their decisions as here authority is within the hands of a single person. It also
improves performance within various situations as managers are also motivated. Also
decision making is fast. With no consultation needed the leader makes the decisions
quick. Also less stress within certain circumstances. For managers and other employees
it can outcomes within less stress consider as a leader focuses on all the responsibility for
results (Wiese, 2017). For examples- Aldi leader usually follow this type of leadership
style. It has resulted in achieving goals.

 Democratic leadership- As per this leadership style the leaders of the firm takes the
decisions by taking the help of the other employees within a firm. In the contrast of the
autocratic leadership the ideas as well as opinions are freely shared and also open
discussed is boosted. Here the leader’s role is boosted to guide as well as direct such
discussions. In addition to this ultimately makes decisions as democratic leaders expect
their employees so that have provides valuable experience as well as self confident
(Moyo. and Perumal, 2020). Here one of the big advantages is that has good working
environment at several levels can also feels engaged as well as takes responsibility in
order to challenge themselves as they are included within the process of decision
making as well as such sense of engagement that can provides a good working
environment as well as enhanced job satisfaction. for example- in M&S leader engage
employee to take decisions.
 Transformational leadership- Here leaders boosted ,motivate and inspire staff
members in order to innovate as well as creates changes that will aids grow and shape for
the future perspectives of the firm. It is achieved through setting an example at the
executive level by corporate culture’s strong sense, staff members’ independence ad
ownership within the firm. Transformational leaders are the one who motivates and
inspires their employees without micromanaging as they trust trained staff members so
that the authority over decisions within assigned jobs (Glazer.and Liu,2017). It is
considered as a management style so that the decisions in order to give staff members
more room to be creative, find new solutions regarding old problems look to the future.
(Chen, 2020).Here there is a balanced goal as leaders balance the requirements for the
long term and short term goals. Also employee also feels deeply trust and supported their
leader as they behave in build strong coalitions. Here transformation leaders are also very
focused by the communicating the vision more regularly with clarity and passion,
strategic vision as well as motivated. For instance- in Apple this type of style is followed
where staff is inspired and encouraged
 Laissez- Fair Leadership- This is the style which is directly appositive to the autocratic
leadership. As here instead of the single leader who makes the decisions for an entity,
team or group, Laissez fair leaders also makes the decisions as well as enables their
employees to chooses relevant workplace solutions. It creates personal responsibility as

such challenges subordinates in order to take personal responsibility for their work. It
also supports high retention as motivated workers as well as expert thrive within
workplace environment that aids decision making (Chen, 2020). For instance- in H&M
leader are following this type of style. It has allowed in encouraging workers.
Leadership skills
Leadership skills are considered as skills when organising individuals in order to
accomplish a shared goal.
 Problem solving- Good leaders are the skilled ones in order to solve problems on the
job. As effective leader problem solving needs, staying calm as well as recognising step
by step solution (Khan. and Harriss, 2019). These skills can aids leaders make the rapid
decisions, remove obstacles within external team and assure projects are accomplished on
time as per the specifications.
 Decisiveness- Leaders who are considered themselves as effective are the one who
makes decisions very quickly with the data they have. Effective decisions are comes with
experience and time. Once an individual’s is more particular with specific industry then
one can makes decisions quickly even without the sufficient information. Decisiveness is
also considered as valuable leadership skills as it can aid move projects more faster as
well as efficiency is also improved.
 Team building- Leadership also needs the capacity to build as well as maintain a
collaborative strong team of people who are working for the same goal. Team building
also needs other leadership strengths such as conflicts resolution and effective
communication (Haunton, 2020).
 Dependability- A dependable leader means that the people can trust as well as relied on
the staff members. A person who is dependable also follows by keep promised. Through
a dependable leader there is a creation of a resilient team that can be capable to work
through several issues that may arise (Hoang, 2017).
CONCLUSION
It can be summarised that there are various types of leadership styles such as autocratic
leadership styles, democratic leadership, transformational leadership, Laissez- Fair Leadership,

etc. besides that, there are different leadership skills as well which is required in leader such as
problem solving, dependability, decisiveness, etc.

REFERENCES
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