Team Leadership as Activity Centered Rather than Person-Centered - Literature review Example

Team leadership as activity centered rather than person centered (Position Paper) Introduction In order for any organization to succeed, it requires a manager who can not only create, but also execute a plan that helps meet the organization’s objectives. A good leader comes up with a strategy, implements it, and prepares the employees for higher task demands. Team leadership plays a vital role in every organization. However, different studies prove that most leaders have failed in developing visions for their organizations, and effective communication is a part of the failed strategies. Because of the disinclination in communication, the organization’s activities seem to fail. This paper argues why team leadership is an activity centered practice and not personal-centered in organizational growth especially with effective communication. Focusing organization achievement aids to facilitate both external and internal satisfaction for the organization. Having a tough communication skill enforces the leaders to produce professionally great results in the organization’s success. The potential of a successful plan in growth and continuous development aids in the laid goal achievement (Caroseli 2000). The proactive and reactive inclinations determine the organization’s cultural dynamics. Visualizing the prospects of an organization gives focus and objective in accomplishing success. A good leader aims at the company’s, and not individualistic success, and that is why he or has to be able to communicate effectively to the other employees. Once a leader lays the organization’s plan, there is a need to step into the next plan, which includes communicating to the other members of staff within the organization. Verification by Cohen’s (2000) principle approves that through effective communication, a leader can manipulate the others towards an utmost accomplishment. Organizations must embrace effective communication in order to improve the organization’s development. Cohen considers that leaders should know their position in the organization structure, at the same time understanding the significance of their contribution relative to the organization’s success, which may deter the organization’s objectives. The accomplishment of every organization depends on diverse issues. The managers have to place their precedence right, and workforces experience their essentiality in the business. Bennis (2003) noted that managers who persistently center on continuous improvement produce a soaring performing organization. The anti-activity-centered leadership campaigners may argue that fierce leaders in communication seem domineering and abrasive although they have proven credible through their records of accomplishment. They argue that that team leadership is personal-centered considering that the team leader to prove to the organization that he or she can resolve team problems. While this argument may be true, it is important to understand that the team leader’s communication has only one objective, which is to build the team activities. Research shows that many leaders fail to identify good communication skills that favor organizational growth (Bellman 2001). The leader should build trust in order to empower the workforce within the environment nurturing cohesiveness and people’s capacity in realizing their capabilities. Whereas being optimistic presents one more building block to achieving excellence, being reactive presents an approach to solving conflicts that may obstruct the progress. An effective leader should focus on input, know where time goes, build on the strength, systemize decision-making, and set priorities. A leader’s success measures according to the success achieved by the team. In team leadership, a leader can do more with less. To lead is having the ability to give others information that they can take and learn from, as well as create new ideas on their own. Sometimes being a leader can be hard when making decisions, and you need to be able to do so in a professional manner as well as make a direct point. People change, the world changes, rules change, and the changes do not always show to others. A leader has to be prepared for these changes and be able to incorporate that into each employee. Personality types are an important factor when seeking out leaders. A chameleon would be a good example as to what a leader should not implement. The truth may hurt, but may also be the most beneficial information to someone. Can leaders with a tough persona enforce their leadership, produce results, and do so in a professional manner? The current organizations are vibrant, and this requires changes that may help them cope with the current type of environment. The only way to make a change is through teamwork and not individualism. This change creates a workable environment that can handle changes, allow, and facilitate members in attaining their set goals (Bennis 2003). It happens through assessment of evolving developing leadership, managers behind the labor force, and through the diverse social system characteristics within the organization (Kouzes et al. 2002). Some major assumptions in this study include the fact that all leaders should be able to identify development strategies and effectively communicate to others. In this case, all the employees should be willing to be involved in the organization’s performance, thus enhancing the company’s benefits. There are different factors that determine how leaders correlate with their organizations. Effective communication goes hand in hand with effective leadership. For a leader to influence his or her subordinates, it is critical to adopt communication skills that will yield   the desired   results (Siegfried 2002). Effective communication is both a skill and art, and it takes time and experience to master. Hence, a leader needs to learn the traits of an effective communicator. The process by which a leader came to authority may point out on the personal inclination concerning long-term deliberations and their focal point on the successful growth. The organizational structure offers some methods on how the achievement may be both external and internal. The tasks of both leaders and their employees present a base of their communication. In addition, generating an organizational vision communicating the vision and the understanding from the stakeholders is the major acknowledgment to any organization’s perspective (Martinez et al. 2013). The manager’s strategies, styles, purposes, and competencies command the leader’s influence on the organization. The process through which one develops into a leader plays a part in implying the style they identify and communicate strategic techniques. Greater part of the leaders obtains their power through exceptional skills identified in them that determine situations or convey positive change in any organization. This identification indicates that their leadership is because of the driving force towards growth, which may be due to a vision communicated to employees. Shah et al. (2011) argues that could be because of the vibrant cultural situation an organization requires flexibility and adaptability verified by the individual striving for leadership. There are different qualities or personas of an effective communicator. According to Siegfried (2002), effective communication plays a major role in the success of any business. This author argues that a leader masters the 7Cs that constitute effective communication. An effective communicator must be concise, complete, conversational, clear, considerate, confident, and accurate. As a leader planning to run a successful organization, one must exude the above traits in communicating with his or her subordinates have them follow suit. The correlation among the workforce distinguishes by intensity of dependency just like the fundamental conflict theory (Adair 2002), and this influences their consistency in attaining the objectives. In this respect, Kayworth et al. (2002) reasoned that the change has to come from the top management and spread out through diverse systems inside the organization. However, further study shows that change can come from subordinate levels of the organization. Nevertheless, this has to get cooperation from the administration. Leadership is a fundamental ingredient in defining what generates the cohesion among workers. The cultural forces found in anthropology, sociology, physiology, and chemistry, referred to as the societal systems make up a business. This system indicates one has to engage the entire setting and not parts, signifying that in order for these forces to comprehend the organization’s potential it is fundamental to embrace all the environmental limitations. Some precise behaviors as acknowledged by Parry (2006) link to successful establishments. He hypothesizes that a leader should be open to new opinions. Secondly, a leader should identify precedence, and give significant focus while looking for methods to present complicated likelihoods for persons. A leader should not only communicate, but also inspire the workforce and must serve as a speaker in all actions. There are several important strategies required in organization and leadership success. Taits (2006) focused on the subject of physical energy used by leaders in an attempt to deal with the leaders’ willpower to communicate with the organization employees. This argument means that an organization with a high-energy manager has the chance of incorporating strategic methods within the organization. Effective and  good  communication assists  one’s subordinates   set realistic  goals, influence  other  teammates, get  work  done within the  scheduled  time, and  create solid partnerships in business,  through  clear and   proper exchange of ideas. Activities that constitute a clear exchange of ideas include   proper presentation skills, provision of timely feedbacks, effective negotiations skills and good listening skills. Leadership inclinations in any corporation have a direct influence on the organization’s effectiveness and exhibits if its focus is a leading aspect in daily functions. These inclinations comprise of the leader’s structure orientation, expectations of both leaders and members. They also comprise of identifiable objectives, approach towards organizational developments, organization’s direction, and need to understand (Akram et al. 2012). The organization’s particular path shows by focusing on the objectives. The path-goal hypothesis bases on the belief that a leader’s remuneration consideration determines their willingness to conform. The follower’s view of the trail is dependent on the leader’s commencement structure. Managers without vision will not identify the organization’s direction. It is obvious that any leader with great rewards is likely to pull workforce creating organization buy-in. This process refers to as expectancy theory, which shares the mentality of carrot and stick. It educates on how an individual desires rewards for particular efforts, while trusting that the effort is attainable. This theory presumes that all people are the same, all situations share similar circumstances, and that it is the best method to motivate the workforce. Another characteristic of the leader’s inclination on strategic planning includes identifying the organization’s objectives and ethics, offering the basic plan for the organization. It is better not to do strategic planning but rather “define who we are, and what we want” (Kelleher 1997). He argues that by an organization understanding who they are (values), and what they need (objectives/goals); they acquire strategic direction via their values and desires. This comparable to strategic planning is not formal. What makes fierce leaders phenomenal is their ability to yield results. Fierce leaders do not waste time around the issue; they set a target and ensure its achievement. In communication, fierce leaders communicate effectively and concisely. They provide clear guidelines for their subordinates to follow, and    they do not entertain excuses or failure. The reason behind successful managers and businesses is fierce conversation and proper communication skills. Effective communication skills clearly outline ideas powerfully and intentionally, thus help to inspire and lead others in the right path. An organization that applies effective communication in all its daily activities is inspired to come up and create new visions, shape their culture in the workplace and achieve organizational goals. Fierce conversation in leadership assists the organization in problem solving and decision-making. Best-performing organizations are those that base on leaders who are fierce in their conversation with employees and customers (Spargo 2004). The strength of fierce leaders   principally   lies in their ability   to remain calm and composed   even when the going gets tough, and still communicates effectively. Fierce  leaders do not get  emotionally  involved  with their subordinates, and  the display  of vulnerability  is  certainly  out of the question. Additionally, fierce leaders are excellent negotiators, and for this, they are always at the top of their game (Spargo 2004). Effective leadership as stated by Max Weber (1947) includes proper mannerism in communication because it builds strong ties with the organization members. The anti-activity centered leadership may argue that fierce leaders in most instances are ruthless and individualistic. The argument may be because they do not hesitate to remove anything or anybody that stand between them and success. This action may appear as lacking a team building spirit; however, it is part of achieving the end goal. As mentioned earlier, fierce leaders may be too blunt when discussing issues with their subordinates, but in business, this aspect of communication proves effective in achieving the desired results (Spargo 2004). However, conversations have proven as the most effective methodology of developing a desirable team that will increase   productivity in any organization. Fierce conversations entail training, confronting a problem, and driving the point home in order to achieve the set objective. Fierce leaders do not rest until they acquire the best team. Implementing of fierce conversations in any team primarily, calls for the elimination of any form of personal inhibitions. According to Spargo (2004), teammates must open-minded and be ready to share and accept corrections. As a leader, implementing fierce conversation a mastery of diverse personality traits within a team is essential. Learning and knowing   the different personalities in a team before hand, the best approach to adopt while implementing fierce conversations. Fierce conversations   enable team members to engage in direct, but productive dialog. Fierce conversations also promote a long-lasting culture of respect and dignity, which is an essential ingredient in teamwork. More importantly,  fierce conversations  promote  the  feeling of  oneness, you will have  team members working  together  for a  collective  good, not   trying to outdo each other. Fierce leaders especially in communication always think outside the box, even in tough situations fierce leaders see an endless channel of   opportunities. Fierce leaders will tirelessly coach and motivate their   sales team,   have the sales shoot up and in the end increase   profitability   for their organizations. When it comes to closing   business deals that will reap enormous profits, fierce leaders employ effective communication, direct and concise, which never fails. These results confirm that a fierce communication does favor individuals, but rather the organization in general. Implementing fierce conversations in an organization remains cost effective and neither time consuming. The trainings are often hands-on and engage employees in activities that awaken their whole being at the workplace. Fierce conversations broaden employees’ perspective, and they obtain effective tools in doing business. Fierce conversations implemented by   fierce leaders, though a new concept in   business has proven successful in improving an organization’s   image and productivity level. Conclusion A good team leader with great communication skill plays a vital role in every organization’s success. Fierce communication may seem authoritative, but research shows it enhances the organization’s production. Effective communication entails the exchange of ideas in a clear manner, good listening skills, proper presentation skills, and excellent negotiation skills. Leaders should be clear and direct in their communication in order to get things done. This research proves that indeed, leaders with a tough persona can lead a team professionally, and one of the ways they employ in doing so is fierce leadership. Effective leadership is broad and fierce communication is a subject worth more research because communications breakdown may have a significant effect on the company. References Akram, M., Alam, H., Ali, L., & Mughal, M. (2012). How Leadership Behaviors Affect Organizational Performance in Pakistan. Journal Of Economics & Behavioral Studies, 4(6), 354-363. Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Sage. Bellman, Geoffrey M. (2001). Getting Things Done When You Are Not in Charge. 2d ed. San Francisco: Berrett-Koehler Bennis, W. (2003). On Becoming a Leader. Rev. ed. Cambridge, Mass.: Perseus, 2003. Caroselli, M. (2000). Leadership Skills for Managers. New York: McGraw-Hill Cohen, S., & Eimicke, W. 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Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time Booklist (1) 31. Spargo, R. (2004). Talking your way to success. Manager: British Journal Of Administrative Management, (43), 28-29. Read More