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Topic Leadership Case Study.

Leadership Case Study

Topic:Leadership Case Study.

Institutionaffiliation:

AssignmentOutcomes

  1. Analyze and interpret a particular performance-based organizational issue, develop a solution to the issue at hand, and apply appropriate leadership theories in the given situation&nbsp

  2. Evaluate an organizational situation and discuss the process of leadership within groups relating to the alignment of the group to rules and norms of the organization.

  3. Demonstrate ethical behavior in regard to information and information technology.

  4. Analyze and evaluate your overall comprehension of the course relative to a broad-based evaluation of your understanding of the course concepts

Analyzingand interpreting team leadership as a performance –basedorganizational issue

Ateam is defined as members of an organization who coordinate theiractivities to achieve a common organizational goal. Members of anorganization must have teamwork to accomplish these set targets.Teamwork is an example of lateral decision making where decisions canbe passed without any formal hierarchy. This interdependence andcoordination among members must come with team leadership. Teamleadership will help to provide the drive towards achieving the setobjectives. In an organizational structure, teams may include projectmanagement teams, senior executive teams, workforce teams, qualitymanagement teams, standing committees and so on.

Organizationalsituations and the process of leadership within groups.

Mostorganizations have focused on team leadership to improve theircompetitive advantage. According to Porter (2000), organizations thathave a team based structure can provide faster response capabilitiesto tasks since they rely on teams and new technology to enable themto communicate across time and space. The effectiveness of teamleadership among organizations has resulted in several desirableoutcomes which include: greater productivity, more innovation andcreativity, an improvement in decision-making and problem-solvingtechniques, an improvement in the quality of products and servicesand an efficient use of the organization’s resources. However, forthese outcomes to be achieved, organizational cultures must supportmember involvement in team-based and technology-based structures. Aneffective team leadership will enable a team to be successful andhelp in curbing failure among team members. This is achieved throughshared or distributed leadership among members. Shared leadership hasbecome an important aspect of today’s organizational structure inthat it allows for faster responses to more complex issues. (Morgesonet al., 2010)

Issuesthat arise from team leadership and the impact of information andtechnology

Teamleadership also comes with certain risks, and it demands members tostand out to provide leadership outside the formal role of a teamleader. Despite these risks, shared leadership can reach a consensusmore quickly, have more cohesiveness and more trust with each otherresulting in less conflict compared to other teams that do not haveshared leadership. (Bergman et al., 2012). Team collaboration andcommunication has not been entirely restricted to one geographicallocation where members meet face to face. The recent advancement intechnology has seen teams meeting virtually through different formsof communication technology. Virtual teams rely heavily on sharedleadership when they are dealing with complex tasks. It is,therefore, important for leaders and members of a team to understandhow they are going to employ shared leadership to achieve a positiveoutcome.

TheHill model as the appropriate leadership theory to provide thesolution.

Inorder understand how leadership should be conducted in a team,different models have been designed. An example of such a model isthe Hill Model for Team Leadership. This model of team leadershiphelps us understand the complex aspects of team leadership from thetop where initial leadership decisions are made by the actions takenby these decisions and how effective they are to the success of ateam. The basis for this form of leadership model is functionalleadership where the work of a leader is to monitor the team’soperation and take the necessary measures to ensure that the teamachieves its objectives. The model also suggests that leaders cantake concrete actions to improve the effectiveness and efficiency ofa team’s approach to task accomplishment. This model seeks tosimplify the complex nature of team leadership and provide an easytool to aid team leadership and decision-making among leaders andmembers in a team.

TheHill Model of leadership structure has different components from topto bottom with different roles. At the head of the leadershipstructure, the leader has to monitor tasks and take action on howbest the work should be performed. Leadership decisions are dividedinto internal and external leadership activities. Internal leadershipdecisions are tasked with focusing on the team’s goals, structuringon how best results can be achieved, facilitating decision making inan organization, training members of a team and maintaining qualitystandards. They also have a rational task of coaching team members,managing conflict among team members, satisfying the needs of teammembers, building commitment among members and modeling teamprinciples. The external leadership action is environmental whereteam leaders have to network with other groups, share information,negotiate for support and assess risks. All these activities in theHill model have one goal which is to achieve team effectiveness. Teameffectiveness is found at the bottom of the model, and it focuses onhow the team achieves its desired outcomes through teamwork. Its mostcritical factors are performance and development. Performance mostlylooks at how the team networks to achieve maximum output. Developmentfocuses on how fast the team is growing in performing its tasks andthe measures to be taken to ensure there is an active and steadygrowth pattern.

Justificationof the Hill Model as a leadership theory

TheHill model of Team Leadership is critical in achieving positiveresults and ensuring team success. Some of the positive outcomes ofthe model include:

• Ithas provided a clear and elevating goal which has energized andoriented team members towards achieving a common objective.

• Ithas enabled organizations to develop a result driven structure whereteams have found effective structural features such as task designand team composition that have allowed them to accomplish theirgoals.

• Teamshave been able to come up with the right number and mix of members inperforming their tasks, therefore, improving their level ofcompetency.

• Themodel has been able to improve the degree of commitment among membersby developing a collaborative environment and as a result improvedthe team’s standard of excellence.

Summary.

Teamworkis an important aspect in an organizational environment. Every memberof a team should, however, be willing to stand up and take charge ofteam leadership to maximize on the positive outcome. Groupparticipation enables the organization to achieve the best result outof an individual. Organizations should, therefore, apply teamleadership models to improve the effectiveness of organizationalteams.

References.

Bergman,J. z, Rentsch, J.R., Small, E.E., Davenport, S.W., &amp Bergman,S.M. (2012). The shared leadership process in decision-making teams.The Journal of Social Psychology, 152(1), 17-42.

Morgeson,F.P., DeRue, D.S., &amp Karam, E.P. (2010). Leadership in teams: afunctional approach to understanding leadership structures andprocesses. Journal of Management, 36(1), 5-39

Porter,G., &amp Beyerlein, M. (2000). Historic roots of the team theory andpractice. In M.M. Beyerlein (Ed.), Work teams: Past, present andfuture (pp. 3-24). Dordrecht, Netherlands: Kluwer.