Building high-performing teams is a critical focus for contemporary organizations (Mealiea & Baltazar, 2005). These teams consist of individuals who are united by a shared purpose, collaborating effectively, holding each other accountable, and possessing diverse skills (Mendzela, 1997). Nawaz et al. (2022) notes that organizations are increasingly adopting team-based structures. In recent decades, organizations have transitioned from traditional hierarchal models to team-oriented structures (Kramer et al., 2013). These teams are formed in order to leverage members’ skills, talents, and unique expertise to drive organizational progress (Kramer et al., 2013). This paper will briefly examine the role of a leader in building an effective team with a focus on relationship building, goal setting, assigning team roles, and team rule creation. It will also give attention to team leadership, team accountability, conflict resolution, team evaluations, and team closure.
Building A Leadership Team
When working to build an effective high-performance team, one must begin selecting the right people. In the process of making the selection, one must determine what they desire to achieve with the team and conclude what abilities and skills are needed in order to accomplish those desires (Shapiro, 2015). The leader must then begin to select members of the organization who have the necessary skills to fill all of the roles of the team. When making selections, it is needful for a leader to take a diverse approach in their selection of team members, as diversity is essential for building an effective team (Mickan & Rodger, 2000; Shapiro, 2015). For an effective team, a leader should construct the team with different perspectives, skill sets, and backgrounds (Shapiro, 2015). Leaders should also seek to add individuals who have the potential to develop needed skills rather than limiting themselves to only those who have the needed skills (Harvard Business Review, 2006). Choosing a correct number of diverse individuals is important, as too many or too few team members can limit the effectiveness of the team (Mickan & Rodger, 2000; Shapiro, 2015; Harvard Business Review, 2006).
Relationship Building
The next step after selecting the members of the team, it is needful for the members of the team to become more acquainted with each other. Shapiro (2015) expresses that is important for leaders to provide opportunities for team members to interact with each other in order for them to express their strengths and weakness to each other. Shapiro (2015) notes this gives team members the opportunity to express their preferred work styles, how they like to operate, their individual preferences, previous team experiences, and to establish rules to abide by. Shapiro (2015) suggest that one could implement a diagnostic like the Myers-Briggs Type Indicator, the DISC, the Howard Gardner’s Multiple Intelligences, or the Big Five Personality Test in order to create a starting point for a team to understand each other. After the team has taken the time to begin to develop trusting relationships with each other, the leader can then begin to move the team towards establishing goals, assigning roles, and developing team rules (Shapiro, 2015).
Goal Setting
After taking time for developing team relationships, it is important to establish the goals of the team. Developing team goals are an imperative step in developing an effective team as it encourages team members to take action to achieve overarching organizational objectives (Kramer et al., 2013). Without the establishment of team goals, according to Kramer et al. (2013), the capacity to clarify roles and create team engagement will be inhibited. The lack of team goals will leave the team with no real direction or focus. Setting team goals is essential, as it fosters a collective effort by providing a clear focus for all team members (Mealiea & Baltazar, 2005). Team goals channel attention toward a desired outcome, enhancing engagement, boosting participation, and nurturing strategies for realizing those goals (Kramer et al., 2013). Shapiro (2015) highlights that establishing team goals fosters group cohesion by aiding in conflict resolution and enhancing team member accountability.
In the process of creating team goals, there are two categories in which the goals should be placed: Task and Process goals (Shapiro, 2015; Widmeyer & Ducharme, 1997). Task goals are the goals that clearly define the desired outcome and process goals are the goals guide how team members perform task and collaborate with each other (Shapiro, 2015). While establishing task goals, focus on the actions required for success, the timeline for completion, and the metrics for evaluating achievements (Shapiro, 2015). Developing process goals involves key components like assigning responsibilities, offering feedback to team members, defining communication procedures, and establishing guidelines for resolving conflicts (Widmeyer & Ducharme, 1997). It should be noted that Shapiro (2015) warns that many teams mistakenly overlook the development of process goals, which are essential for achieving team success.
Another important aspect of creating team goals is clearly understand the difference between team goals and member goals. As a leader, one must be conscious of the possibility that some teams function merely as a collection of individuals who are all pursuing their own separate goals (Kramer et al., 2013). Although individual goals are part of a team’s dynamics, they should always align with and support the achievement of team goals (Widmeyer & Ducharme, 1997). Hence, the individual goals of the team members should be integrated into the team’s process goals (Shapiro, 2015). If during the development of team goals, individual goals are overlooked, ignored, or prioritized over team goals, dysfunction can arise as team members begin to pursue their own personal objectives at the expense of team interest (Shapiro, 2015). Therefore, leaders should take care to correctly categorize and prioritize the goals that are established by the team.
Assigning Team Roles
Upon establishing the task and process goals of the team, it is now needful to establish the roles that team members will fill as part of the team. The first role that needs to be established is that of the leader, the position held by oneself (Shapiro, 2015). After that position has been established and made known to the members of the team, the leader can begin to assign roles based on the team structure or the activities needed to meet team goals (Shapiro, 2015). As part of the assignment process, it is needful for the leader to take a direct approach and have intentional discussions with the team members about the roles that are needed in order to meet team objectives (Shapiro, 2015). As part of the process of assigning team roles, the team leader needs to clearly define the expectations of every role and assign team members to the roles according to their ability to meet those expectations (Shapiro, 2015; Harvard Business Review, 2006).
Create Team Rules
Once roles have been established, it is needful to create rules in which the team will operate by. In the course of creating rules of conduct for the team, it is important to include the entire team in the process (Shapiro, 2015). Shapiro (2015) presents this process as a discussion that builds off a preestablished set of general rules for conduct. In this discussion, the leader engages with team members in building an agreed upon set of rules for the team. This approach allows the members of the team to not only have a say in the rules process, but it also allows for the team to build trust with each other as they engage one another on the rules of conduct (Shapiro, 2015). As part of this endeavor, the team will establish rules for how decisions are made, how meetings are conducted, how feedback is handled, and how to resolve conflict within the team (Harvard Business Review, 2006; Shapiro, 2015). After the team has been selected, goals have been established, roles have been defined, and the rules have been set, it is now time to lead the team.
Leading the Team
As the leader of the team, several critical tasks are essential in order to lead an efficient, high-performance team. The first task involves ensuring that the team’s goals and the organization’s mission is clearly understood by everyone (Harvard Business Review, 2006). Due to the possibility of mission fatigue and the potential development of divergent individual goals, it is important to continue to remind the team of the established goals. One way this can be achieved is through the process of having the team take part in defining the goals when meeting together, creating subgoals as needed for overall goal completion, and marking goal achievements along the way (Harvard Business Review, 2006). As the leader of the team, one should strive to always keep the team focused on the goals of the team and the mission of the organization.
Another important task is to manage the team process and to guide the team through the process of making good decisions (Harvard Business Review, 2006; Shapiro, 2015). Shapiro (2015) argues that when a team searches for the “right” decision, it limits itself as it becomes bogged down in a pursuit of unattainable perfection. The leader of the team should guide the team towards making the optimal decision that drives the team toward successful goal achievement. As part of this endeavor, the leader should drive discussion with the intent of examining all points of view, especially oppositional views (Harvard Business Review, 2006). Through the process of discussion, the leader should invite contributions from all team members and promote a safe and equitable space for sharing feedback and ideas. This will require the leader to invite dissenting viewpoints into the discussion, while limiting any one team member from monopolizing the discussion (Shapiro, 2015). However, in taking this approach, there is always the possibility for the development of conflict.
Team Accountability
When leading a team, it is vital to promote accountability among all members of the team. Accountability is an essential element of team function as it is needed to have an effective high-performance team (Shapiro, 2015). When there is no accountability, dysfunction will become the norm of the team (Lencioni, 2002). Lencioni (2002) notes that the lack of accountability sometimes exists in teams because team members are unwilling to hold other team members accountable due to discomfort or fear. Team leaders should promote accountability among members by promoting honesty, trust, and full team participation (Lencioni, 2002). Shapiro (2015) notes that accountability requires positive feedback from all of the members of the team. Leaders should therefore create a process with the input of team members in order to hold team member accountable (Shapiro, 2015).
Conflict Resolution
A critical dimension of team leadership involves navigating and resolving conflicts in order to maintain group cohesion and progress. Since conflict is a reality of life that everyone will encounter (Cheah et al., 2022), conflict navigation and resolution are skills that leaders need in order to be effective. Gamero et al. (2008) note that conflict is a normal part of team interactions, arising from differing opinions. Though some will try to avoid it, conflict is inevitable (Shapiro, 2015). While conflict is often perceived negatively, it can be healthy, constructive and advantageous for teams (Cheah et al., 2022; Harvard Business Review, 2006; Nawaz et al., 2022). In certain cases, individuals thrive in the conflict that arises from differing perspectives, adapting freely and advancing toward success. Conversely, there are situations in which conflict becomes a barrier to success and a stifler of progress.
When navigating conflict, it is important to note team conflict from two separate perspectives. First, task conflict arises when team members recognize disagreements over opinions and ideas that are related to the task (Gamero et al., 2008). In the team setting where members are able to present opposing ideas, those opposing viewpoints can lead to conflict (Nawaz et al., 2022). Nawaz et al., (2022) notes that this type of conflict can be beneficial for both the team and the organization. Cheah et al. (2022) presents task conflict as cognitive conflict and notes that it has the potential to harm team performance. Cheah et al. (2022) also notes that cognitive conflict has been shown to have a positive impact upon a team. The exchange and handling of opposing ideas in a team setting fosters continuing idea diversity, enhances creativity, and improves problem-solving, ultimately benefiting team performance (Cheah et al., 2022).
The second type of conflict, relationship conflict, emerges from incompatibilities in personal preferences, values, and personalities that are often fueled by negative emotions (Choi et al., 2022). Gamero et al. (2008) notes that task conflict can trigger relationship conflict as team members begin to respond to one another with critical and personal attacks. This type of conflict grows as team members perceive animosity and incompatibility with other members of the team (Gamero et al., 2008). Actions such as gossip, poor social interactions, and opposing political views also help to develop relational conflict (Ayoko & Chua, 2014). When relationship conflict presents itself, the emotional confrontations and possible abuse can lead to a decrease in both cooperation and innovation (Choi et al., 2022). Due to the nature of this type of conflict, it has been shown to have a greater negative effect upon teams than that of task conflict (Gamero et al., 2008).
Considering the negative impacts that conflict can have upon a team and the greater organization, it is incumbent upon team leaders to address and moderate team conflict. Allowing team conflict to progress unmanaged sets the stage for a reduction of performance, a lack of goal achievement, and the development of mistrust among members (Harvard Business Review, 2006). Ignoring conflict and working to try and pacify both opposing sides will do nothing but alienate team members and negatively affect the team (Shapiro, 2015). Conflict can lead to team members engaging in accusations and blaming each other, which will divert focus away from achieving established goals (Nawaz et al., 2022). Noting the negative effects upon conflict upon a team, it is imperative that leaders address team conflict and work to eliminate it as much as possible (Cheah et al., 2022). The implementation of conflict management by leadership can have a positive effect on both team member satisfaction and team performance (Choi et al., 2022).
When pursuing resolution, it is needful for the leader to first determine the correct cause of the conflict (Shapiro, 2015). When the leader has no clear understanding of the cause of the conflict, their ability to bring about a resolution will be obstructed (Harvard Business Review, 2006). If the conflict is a relational conflict, the leader needs to quickly address the source of the conflict to prevent damage to the team (Harvard Business Review, 2006). When facing task conflict, the leader should harness it to foster team creativity (Cheah et al., 2022). In both cases, task and relationship conflict, the leader should direct the team back to the established rules in order to address the conflict and update the rules in order to try and head off future conflict (Shapiro, 2015). Team leaders should also promote a forward focus to the team so that the team can move beyond past conflicts and work toward future goals (Shapiro, 2015). Reminding the team of the end goals and the overarching organizational mission can also help to resolve team conflict (Harvard Business Review, 2006).
Team Evaluations
Team evaluations are an important aspect of team leadership. In an effort to stay on track towards successful goal completion, it is important to evaluate the team along the way. As part of that evaluation, leaders can use measurement tools in order to chart the progress of the team to prevent unexpected issues later on (Harvard Business Review, 2006). Not only does one need to evaluate the produced results, but one also needs to evaluate how those results were obtained (Harvard Business Review, 2006). It is also important to evaluate each individual team member as an individual, as a team member, and as member of the organization (Harvard Business Review, 2006). Finally, it is recommended that leaders should award/reward individuals as part of the evaluation process (Harvard Business Review, 2006). When individuals know that an evaluation may present them with awards/rewards, it can motivate them to progress forward towards goal achievement (Harvard Business Review, 2006).
Team Closure
A final, and very important, part of leading a team is the aspect of disbanding the team correctly. Similar to personal life, closure is essential for team members as they undergo a significant transition. When a team is dissolved abruptly, members may feel undervalued, which can potentially decrease their future motivation and productivity (Bridges, 2003). A leader should dissolve a team thoughtfully to enhance the relationships of team members, promote a sense of accomplishment, and support a positive organizational culture (Katzenbach & Smith, 1993). As part of the process of beginning towards disbanding the team, a leader should begin to inform the team about the impending reality that the team is coming to an end (Shapiro, 2015). Preparing members of the team for what is coming, gives them the opportunity to begin to process the upcoming transition together as a group (Shapiro, 2015).
As part of the procedure in bringing a team to a close, leaders should take time to reward team members for their hard work and their successful completion of established goals. Through the process of awarding team members, a leader has the opportunity to acknowledge the accomplishments of the entire team, and the contributions of each individual team member. Publicly awarding team members for their contributions and achievements expresses to the individual that they are valued and important to the success of the organization (Shapiro, 2015). As part of the award and acknowledgement process, leaders should give opportunity for team members to express their successes, their failures, and the lessons they learned so that everyone can gain insight for future team assignments (Shapiro, 2015). Taking this approach can help to give the team members closure and promote a greater team participation in the future (Shapiro, 2015).
Conclusion
Effective team leadership is vital in creating and leading high-performing teams that drive organizational success. Through the practice of selecting diverse members, fostering trusting relationships, and establishing clear goals, roles, and rules, leaders develop a strong foundation for team effectiveness (Shapiro, 2015, Mickan & Rodger, 2000). Guiding teams through the decision-making process, promoting accountability, and managing team conflicts, can increase team performance and cohesion (Cheah et al., 2022; Harvard Business Review, 2006). With the use of evaluations, a leader can ensure that the progress made by the team aligns with the goals and objectives of the team and the organization. Through a thoughtful process of team closure and the implementation of rewarding team members for their success, leaders can create a positive organizational culture that prepares members for future collaboration (Katzenbach & Smith, 1993). In essence, an adept and effective leader can turn a diverse group of individuals into an effective and cohesive team, which helps drive an organization towards the fulfillment of it mission.
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