Leadership, Teambuilding, and Communication - Term Paper Example

? Leadership, teambuilding, and communication Organizations comprise of factors of production, with labor implying on the personnel of the organization. Through the performance of obligations, different personnel win chances to promotions thus creating a hierarchy of leadership throughout the different positions vested on them. Therefore, leadership becomes a vital aspect in an organization and the communicative correlations to the entire workforce implies on efficiency in teamwork (Schyns & Meindl, 2005). This context documents on the various activities that occur in the daily undertakings of the organization and the controllable variables. Leadership theories and interpersonal forms of power Traditional leadership theories elaborated on leadership as nature borne of individual and established on the impossibility to create such attributes on a grown individual as illuminated by the great man theory, whilst a contrasting theory of the behavioral implicates on the possibility of an individual to be a leader as shown through traits (Collins & O'Rourke, 2009). Participative and situational theories implicate that an individual’s performance and influence in the decision making process is a measure of leadership. Contemporary leadership theories depict the advances of an individual through a series of stages that show possibilities of becoming a leader. Commonly, the contingency, transformational, and transactional approaches derive the best results whenever forecasting on the capabilities of an individual (CDR Associates, 2007). However, changes in leadership are continuously emerging because of the dynamics in the environment and acquisition of skill. Authenticity, building of trust and relationships are the modern approaches to effective organizational leadership (Schyns & Meindl, 2005). The best organizational leader should have the capability of building up healthy and ethical relationships that would interconnect the personnel to a single group targeting to deliver performances to enhance organizational performances (Gill, 2010). The leader should remain emphatic to employees and avoid biases that would divide the employees. In order to ensure that the company performs obligations to fullest, the leader should bear motivational characteristics and avoid any act that would seem to induce pressure on the personnel (Collins & O'Rourke, 2009). Analysis of the organizational stressors Research establishes that an organization will perform under perform positive and negative motivation factors accordingly. However, variations occur on the extent at quality of performance becomes a necessity. While under depression, the personnel implicate on the stress exerted to them as a hindrance to quality performance of obligations (CDR Associates, 2007). Whenever an organization requires an employee to perform tasks at stringent criterion approaches, the likeliness to deliver positively and to the desired target fails (Schyns & Meindl, 2005). This organizational stressor shall implicate incapacity to the personnel and a state of insecurity to his occupation. Organizations comprise of different activities thus require different employees to perform the different roles for efficiency to prevail. Research depicts that roles are distinct and assigning employees to roles that they lack adequate knowledge in serves as a stressor and a breach to adequate performance. The findings are that the aspect implies on ambiguity of performances and shall result to conflicts, as the employees will lack the ability to deliver the desired obligations. Organizational personnel may be ineffective in performance because of the working environments. Therefore, poor working environment implies physical stress as the personnel continually feel the deprivation of the best working environment. Another source of stress emanates from interpersonal demands, which implicate on styles of leadership, individual personalities, and group pressures (Gill, 2010). The four factors of employee stressors implicate on impossibilities and dictate the performances of an organization. Researches imply that, whenever employees carry out tasks under the stressor variables, the organization will eventually fail to achieve the desired performances at the long run. This is implicit because of the consequential decline in attendance, as the personnel perceive the job as of less importance (Schyns & Meindl, 2005). Consequently, the feeling of deprivation shall prevail, as the employees perceive less motivation from the organizational leaders, which further inhibits overall satisfaction. An analysis of the critical elements to implementing an active team in the organization Research findings establish a good team is that which performs obligations in accordance to desired goals of the organization. A prominent shall critically denote good communication amongst them and through it, coordination of performances prevail without unduly delays (Gill, 2010). The company’s management should ensure on continuous motivation targeting the overall organizational goals, and supportive approaches to the employees needs. The research implies on the necessity of ensuring prevalence of an emphatic environment, which holds on all individual problems as affecting the organization thus calling for equal attention (Collins & O'Rourke, 2009). The management should ensure that the workers feel as an integral part of the organization. Further, research implicates on the necessity to provide a neutral environment within the organization to enhance unity throughout in the departments. The research implies on the necessity for the organization to ensure that the target objectives are set and that the employees have vast knowledge about them (CDR Associates, 2007). Another critical element for effective teamwork is through the implementation of favorable policies and procedures. The company should implement on favorable approaches towards the general flow of the employees. The management should equate attention to all employee ideas, and establish their psychological feelings. The managers should enhance communication and present issues on a harmonious protocol, a factor likely to reflect to the employees that there is a feeling of trust from the management (Collins & O'Rourke, 2009). The manager should ensure delegation of responsibilities to avoid conflicts and implement on measures necessary to facilitate the flow of information. Research establishes that the factors will be effective through the implementation of regulations and a consensus to scrutinize the team performance (Gill, 2010). The overall result is that strategically organized teams shall show indulge in practices necessary to steer performance towards achievement of the set long-range plans (CDR Associates, 2007). Sources of conflicts within an organization and the management styles Conflicts emanate from lack of satisfaction of the managerial expectations, because of lack of proper communication channel to inhibit misfortunes. In many cases, conflicts may arise to the extent that issued information does not pursue the desired understanding among the employee thus causing misconception and consequential underperformance (Collins & O'Rourke, 2009). Whenever issues arise in organizations and lack of liability of whoever is guilty prevails, the organizations shall be at state of conflict. An accommodative approach to some of the conflicts shall solve to eradicate unnecessary halts to performances, and managers should employ a compromising approach to an avoiding one, as this shall ensure that prevailing conflicts do not harm the organization. The managers have the mandate to compete and avoid conflicts, as the aspects would render them inconsistent to the overall organization’s performance (Gill, 2010). Barriers of communication, effects to teamwork and recommendations to addressing them Physical and emotional barriers are the common inhibitions to effective communication and whenever in prevalence, the organization shall be in a state of confusion and delivery of obligations shall remain vile. Similarly, teams shall exhibit incapacities whenever language barrier prevails amongst them as misconceptions may occur and create poor delivery through poor performances (Collins & O'Rourke, 2009). The most critical communication barrier that harms the organizational performances is the lack of skill necessary to perform the issued tasks, as the result will inhibit organization’s output. Recommendations The research recommends that the managers should ensure that communication is effective, as the aspect shall propel organizational performance and profitability. Managers should understand of the salient value of communication as a source of unity amongst the employees and a necessity to drawing attention from the organizational team, as proper communication is the key propellant factor unity in performing the organization’s activities (CDR Associates, 2007). Secondly, the managers may initiate on the use of a common medium of communication, which relays the implied information to the general workforce and the target groups (Collins & O'Rourke, 2009). Conclusions According to research, the organization shall achieve the target obligations by establishing leadership as the most integral part of the organization, necessary to interconnect labor to the other factors of production. The research establishes on the consequences that organizations meet because of poor approaches to communication, teamwork, and finding solutions to prevailing problems. Findings are that the employees will react and create a conflicting environment whenever they perceive a conflicting issue in their job environment (Gill, 2010). Therefore, a good leader should initiate on positive approaches that would lead to the implementation of teamwork and less conflicting environment and this will result to the achievement o0f organizational goals. References CDR Associates. (2007). Conflict resolution for managers and leaders: The CDR Associates training package : participants workbook. San Francisco, Calif: Jossey-Bass. Collins, S. D., & O'Rourke, J. S. (2009). Managing conflict and workplace relationships. Mason, OH: South-Western Cengage Learning. Gill, R. (2010). Theory and Practice of Leadership. London: SAGE Publications Ltd. Schyns, B., & Meindl, J. R. (2005). Implicit leadership theories: Essays and explorations. Greenwich, Conn: Information Age Pub. Read More