Материалы представленные на сайте исключительно с целью ознакомления пользователям Интернета и не преследуют коммерческих целей или нарушение авторских прав.
© 2018 - 2024
Seeking for the balance between the efficiency of the company and staff's satisfaction economists pay attention to models of leadership that have arisen as a reaction to the emergence of large, complex organizations in the modern business world which is characterized with extremely tough competition and increased volatility. The first name that comes to mind in this regard is the name of the famous author – Henry Mintzberg. He challenged many of traditional ideas, changed his ideas about many areas of business activity, rethought the role of manager and breathed new life into the topic of leadership.[34] In his opinion leadership is connected with the ability to cope with changes and all this will require managers of the future new skills and considerable efforts. In the article "Profession - Manager: Myths and Reality", published in the "Harvard Business Review Classics" series, he asserts that "Management work can be described in terms of different roles or behavioral rules related to leadership positions".[35] His approach is universal and involves researching almost everything that managers do, as well as how leaders will do it. Being a leader in any organization is a complicated and challenging task that can take on a variety of forms depending on the needs of the organization and the people that are being led. Any given leader may be asked to complete a variety of tasks during a given day depending on what comes up and what problems need to be solved, and he’ll have to perform 10 roles.
In order to organize a long list of ten roles in a better way, they have been divided up into three categories: interpersonal, informational, decisional roles. Below we will look at each of the ten roles, what they mean for the manager, and which of the three categories they fit into.
Interpersonal Roles:
— Figurehead. One of the important roles of a leader is simply to be a figurehead for the rest of the group. This is one of the interpersonal roles because so much of it is about being someone that people can turn to when they need help, support, etc. A good leader will project confidence so that everyone involved feels a sense of security and reassurance that the job will be done right;
— Leader. Another interpersonal role, this one should be obvious. A manager needs to lead the people that he or she is in charge of guiding toward a specific goal. This can include telling them what to do and when to do it, organizing the structure of the team members to highlight specific skills that each possesses, and even offering rewards for a job well done; Figurehead. One of the important roles of a leader is simply to be a figurehead for the rest of the group. This is one of the interpersonal roles because so much of it is about being someone that people can turn to when they need help, support, etc. A good leader will project confidence so that everyone involved feels a sense of security and reassurance that the job will be done right;
— Liaison. The final role within the interpersonal category, acting as a liaison means that the manager must successfully interface with a variety of people - both within the organization and outside - to keep things running smoothly. This point is all about communication, and it is one of the main things that determine the ultimate success or failure of a manager. Being able to properly communicate with a range of people in such a way that the project remains on track is a crucial skill to develop.
Informational Roles:
— Monitor. Acting as a monitor is the first managerial role within the informational category. Just as the word would indicate, being a monitor involves tracking changes in the field that your organization works in, as well as changes on your team that might be signs of trouble down the road. Things are never static in business, so the successful manager is one who will constantly monitor the situation around them and make quick changes as necessary;
— Disseminator. It does no good for a leader to collect information from a variety of internal and external sources if he is going to keep it only for himself. The point of gathering that information is so that the team can benefit from it directly while wasted time by the team members on a certain part of a project often has to do with them not possessing all the relevant information;
— Spokesperson. The head of a team of any size or role within the organization will be the representative of that team when it comes to meetings, announcements, etc. Being a spokesperson is the final informational role on the list, and it is an important one because perception is often a big part of reality. Even if your team is doing great work, it might not be reflected as such to other decision makers in the organization if you aren’t a good spokesperson.
Decisional Roles:
— Entrepreneur. In some ways, being a leader within a larger organization is like running your own small business. While you will have managers above you to answer to, you still need to think like an entrepreneur in terms of quickly solving problems, thinking of new ideas that could move your team forward, and more;
— Disturbance Handler. It is almost inevitable that there will be disturbances along the way during any kind of project or task that involves more than one person. The second item in the decisional section of the list is being a disturbance handler, because getting back on track after a problem arises is important to short-term and long-term productivity. Whether it is a conflict among team members or a bigger problem outside of the group, your ability to handle disturbances says a lot about your skills as a leader;
— Resource Allocator. Every project is tackled using resources that are limited in some way or another. As a resource allocator, it is the leader’s job to use what he has available in order to get the job done and meet his defined goals and objectives. Resources can include the budget that has been made available for a project, raw materials, employees, and more. This is the third item within the decisional category, yet it is one of the most important things a leader must do;
— Negotiator. Business is all about negotiation, and that is especially true for managers. The final role on the list, being a negotiator doesn’t just mean going outside of the organization to negotiate the terms of a new deal. In fact, most of the important negotiation will take place right within your own team itself. Getting everyone to buy into the overall goal and vision for a project likely will mean negotiating with individual team members to get them to adopt a role that suits their skills and personal development goals. A good manager will be able to negotiate their way through these challenges and keep the project on track for success.
Sensitivity to pitfalls
The Five Dysfunctions of a Team is a business book by consultant and speaker Patrick Lencioni first published in 2002. It describes many pitfalls that teams face as they seek to "grow together".[36] This book explores the fundamental causes of organizational politics and team failure. Lencioni reveals the five dysfunctions which go to the very heart of why teams, even the best ones, struggle often. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team.
People working together toward a common goal are bound to lead to issues because every individual brings slightly different goals, aspirations, skills, and more to the table. While that is the great strength of a team – its diversity – it can also be its biggest weakness.
Absence of trust:
The first dysfunction on the list is simply having team members who are unwilling to trust each other or the leader. The natural tendency for many people is to be as self-reliant as possible, mostly because this is their job and they want to control their own fate. Trusting a team member or the leader with part of their job they feel risky because they could be seen in a bad light if things don’t work out. However, making team members trust each other is an important part of long-term success. It doesn’t do much good to have assembled a team if that team is unwilling to support each and rely on each other for anyone to tackle a small piece of the overall puzzle. Building trust is a challenge that every manager must face, but it is something that needs to be done in order to foster a successful and healthy team environment.
Fear of Conflict:
Many people view conflict as always being a bad thing when that isn’t necessarily the case. While to have many conflicts within a team is certainly bad a healthy amount of debate and discussion can lead to the best possible outcomes. Great ideas are often borne from two or more people standing firm on their ideas and opinions and trying to convince others to take the way. If it happens new ideas can emerge that might be better than any of them had thought of previously. That healthy debate is often lost within a team that would rather pretend that they all agree for the sake of avoiding conflict and keeping everything friendly between team members. It is the job of a leader to develop a culture that makes people comfortable with the idea of minor conflict in the name of learning and innovating. Striking a balance between healthy conflict and constant bickering is something that a good leader will need to do.
Lack of Commitment:
Members of a team need to be fully committed to the task at hand. Too often, people working within an organization don’t really want to be part of the team they have been assigned to. And they fake their interest and concern for the team as a whole. Success is never going to be truly achieved when certain members of a team aren’t interested in giving their full effort to a project.
The solution to this problem - is to make sure that each member of the team understands how important his role is, and how important the whole project is. Most people are naturally going to be concerned with what this means for them and their career at first. So the main task of the leader is to identify ways that each individual can personally benefit from the success of the team.
Avoidance of Accountability:
Within a team, there should be mutual accountability that helps to keep everyone moving forward towards a common goal. Not only should team members be accountable to the leader of the group, but they should also feel like they are accountable to each other and themselves. This again comes back to ownership of the project and ‘buying-in’ of the process as a whole.
Standards should be high for any project that the team is engaged in. However, when no one is being held accountable properly for the work they are doing (or not doing) it puts everyone on a path toward poor performance and sub-standard work. Healthy teams will be able to hold each other accountable throughout the process and may not even need much from the leader in terms of motivation or management because they are successfully handling those functions among themselves.
Inattention to Results:
The main objective should always be a success for the team but not for either any person's financial or ego purposes. While person's benefits can often be realized from being part of a successful team, the focus should start and remain on meeting the goals of the team first, with person's aspirations put on the back side. When a team is made up of a group of individuals who are only focused on making sure that their individual needs and goals are met, the overall picture of the team is not likely to be a successful one.
So, these dysfunctions of a team are a great picture of what can go wrong with a team that has been built to work toward a specific goal. Any good leader must be able to watch out for signs of these problems so they can be mitigated as quickly and successfully as possible. While it might not be realistic to avoid all these issues for the complete term of a project it is necessary to maintain a healthy team atmosphere as much as possible. Teams that are able to stay away from these five dysfunctions are the ones that are on a direct path for optimal performance.
Keeping the balance
Leadership is a complicated point at issue that takes on a variety of roles and functions within any organization. The leader needs to be flexible in order to accomplish his objectives successfully. One of the challenges that come with being a leader is deciding just how to go about the job and what management styles are going to be most successful in the organization.
Julian Birkinshaw offers dimensions of key management processes and practices in the book “Reinventing Management: Smarter Choices for Getting Work Done” Each dimension has two opposing principles – beliefs about the way something works or should work. These principles underpin the routine actions that the leader takes. These principles underpin the routine actions that the leader takes. All actions based upon these principles form a scale of management style. One end of the scale is meant to represent the traditional style of management, while the other one - modern style of management. These scales are considered in four styles: Managing Across; Managing Down; Managing Objectives; Managing Individual Motivation. Within each of these scales, there are some dimensions.
Managing Across:
On one end of this style there is bureaucracy (the traditional form of management) and on the other end is emergence. With bureaucracy, most people are dictated by strict rules and guidelines that have been put in place to govern the whole organization. There is very little room for creativity or flexibility. Emergence is the style where much of the power is put into the hands of the individual managers to be independent. Most people would prefer working under these conditions as they are free to make more choices and not live by the rules that have been set forth. However, emergence isn’t going to be the best choice for all organizations as it could potentially lead to a chaotic feeling throughout the company.
Managing Down:
The one end of the spectrum under this style is hierarchy and the other one -collective wisdom. In the first case, it is the way that most organizations make decisions. The higher manager will win out with this style in any disagreement or dispute. All the other persons take the ladder’ scenario and employees set up their careers to achieve management positions and the power. But the good ideas that those lower in the hierarchy might have to offer will be lost within this style and it hurts the organization in the long run. In the style of collective wisdom, everyone is welcome to help make decisions and offer up ideas. But the decisions can be slow and tedious to come by when there is input from so many different sources.
Managing Objectives:
This style is spreading from alignment to obliquity. Alignment is the traditional method of goal setting. And all people are being tasked with working specifically toward accomplishing that goal. The style of obliquity, on the other end, is a less-direct method of goal setting which promotes creativity, as the team members have the freedom to chart their own path in terms of reaching the goals that have been set.
Managing Individual Motivation:
The two ends of this scale are presented as extrinsic and intrinsic motivators. It is known widely that the most common motivating factor at work is an extrinsic motivation - money. But such stimulator can also be negative, such as the threat of losing a job or being demoted. And intrinsic motivation can actually be even more powerful than extrinsic. The challenge is to find the right balance of motivating factors for each of team members. It is the most difficult part of leadership keeping individual members of the team motivated from start to finish.
Evading Bad Behavior
Psychologists James Waldroop [37] and Timothy Butler [38] identified a number of behaviors that commonly hurt people's careers. They have aimed to help managers everywhere by identifying six of “problem behaviors” along with their traits. They admonished if the leader sees any of named six problem behaviors to become present in members of his team, taking quick action will be the best option before their behavior becomes a detriment to the group as a whole. But how can the leader steer them back in the right direction without coming across as a dictator at the same time? The authors suggest several patterns of employees' behavior for the leader to be very attentive.
The pattern of “Hero”:
It might not seem like such a bad behavior at first. “Hero” is the person who is going above and beyond what is expected to try and get the job done. However, there can be such a thing as trying too hard, and it can be detrimental in the end. If the leader has a “hero” personality on his team, he’ll need to watch out to make sure that he isn’t burning himself out – or burning out the people around them. Naturally, this is a tricky situation for a leader because the last thing he wants to do is to discourage the person from achieving great things for himself and for the organization. Having conversations about good work-life balance is a place to make sure he understands that while you appreciate his efforts you are also concerned about his career success.
The pattern of “Meritocracy”:
Meritocracy - it is the authority r of the most worthy in the intellectual, moral and other relationships. Within any organization, there is a team member who felt like he is always right and doesn’t want to waste time explaining his decisions to others. This problem behavior is a challenge because this person feels like he is above the rest of the team, and his ideas should just be used without any discussion or debate. The difficulty here for a leader is that the person may, in fact, be right – so the leader doesn’t want to squash his ideas just because of an abrasive personality. That is why the only way out is to coach him into working more collaboratively with the rest of the team and to explain that his ideas will really be welcomed and accepted if he engages in real discussions with other members of the group.
The pattern of “Bulldozer”:
The profile of a “bulldozer” personality in the office isn’t radically different from the meritocratic outlined above as this person is someone who is going to make enemies along the way just through their aggressive style. He, of course, might be a valuable employee that brings plenty to the team – although he makes everyone else angry at the same time. Being able to walk the line between this employee and the rest of the team is a challenge, so the leader must make sure to work with the person who is showing bulldozer tendencies and try to soften this approach.
The pattern of “Pessimism”:
A pessimist on the team is going to think that every idea is a bad one and that every new initiative will fail, that there isn’t enough time to finish, etc. This person can be harmful to the team because their negative attitude can spread upon and the rest of the team will share this bad outlook. Even if the pessimist has good intentions and actually is a hard worker, his attitude will turn this into a liability of the leader within the group. When dealing with this situation, it is important to get to know the person and figure out why it is that he is so negative. If he is going to work on his outlook and try to see things from a more moderate perspective going forward, he could go on to remain a valuable member of the team.
The pattern of “Rebel”:
The “rebel” is a person that automatically fights against authority in any case. He likes to question authority at every opportunity and to go against. Being critical towards the authority he'll never explain his negative approach. This negativity is infective and could affect others. Rebels have the ability to change the organization for better or worse. From the other side, having people within the team who aren’t afraid to challenge authority is sometimes better than having a group of conformists. When kept under reasonable control, a person with a slightly rebellious attitude can actually be an asset.
The pattern of “Home Run Hitter”:
James Waldroop and Timothy Butler called their last pattern "the home run hitter". They take into consideration that this is a person who throws hard punches to make a big splash – even if he is overstepping the bounds or making choices that might not be in the best interest of the team as a whole. Challenge for the leader is there in the need to arrange the good discipline and accountability for not to push person's bad traits too far.
Developing a Team
The development of a team is a process that takes time to come together successfully. Any manager who is even moderately experienced in leadership understands that he can’t simply put a team together and expect them to work together perfectly right from the start. It takes time to grow into the roles that each person will fill, and for the group to gain momentum working in the right direction.
An interesting tool to meet this challenge was developed at Procter and Gamble and published in a company newsletter in 1972. The original document was written by G. O. Charrier[39] to help group managers to understand better the dynamics of group work for improving efficiency. It is still highly relevant today and it is something that every leader should understand. There are five stages of group development highlighted as part of the “Gog’s ladder”.
Polite Stage:
This is the point in the process where the group is just getting started, and getting to know each other. As the name would indicate, the interactions between team members tend to be rather friendly at this point, and there are no major conflicts to be resolved. While this can be an enjoyable part of the process because it is low-stress and everyone is getting along nicely, it won’t likely be the most productive part of the group’s growth.
Once the members of the group become more comfortable with each other – and more willing to debate and stand up for their own ideas – productivity should benefit as a result. However, the polite stage is a necessary part of the development process because it lays the groundwork for what is to come. People who don’t know, or trust, each other can’t be expected to work together productively, so the polite stage gives them a chance to get to know one another and develop the trust that will be crucial later on.
Assignment stage:
Things are starting to ‘come together’ at this point in the process. Now that everyone is comfortable working together, some more specific goals and assignments can be set. While the group still might look more like a collection of individuals than a cohesive unit, it is starting to be more productive and get down to the business of doing whatever it was that brought them together in the first place. Team members should have a much better understanding of their purpose and place on the team at this point as well. Successfully reaching this stage should position the team nicely for being successful in the stages ahead.
Power Stage:
As the team develops and starts to evolve, the power stage is reached. This is the point where various members of the team are positioning themselves for leadership roles among the team, and conflicts start to arise. The conflict at this point in the process doesn’t have to be a bad thing, as long as it is constructive in the end and ideas are being shared. The individuals that make up the team probably still don’t feel ‘connected’ to the team concept, in large part because they are still battling for power and position with their peers.
What happens in the power stage will determine much of the rest of the team experience, as the roles become defined and people settle into their position as part of the group. Much of this can happen naturally without the direct input of the leader. Even without appointing specific people to be in charge of portions of the group, those things will occur naturally through the course of day-to-day interaction.
Cooperation Stage:
Finally, the group begins to really come together and work more as a unit than just a collection of individuals. Instead of conflicts within the team, the group battles against other parts of the organization. With the power battles, the teamwork is being greatly improved and the group as a whole is accepting more of new ideas and points of view.
One negative effect of this stage is the difficulty that can be experienced when a new member is introduced. The existing members of the team have grown successfully together by this point and will likely resist having anyone added to their group at this moment. Nevertheless, this does signify progress in terms of team building.
Ambiance stage:
Only successful groups will reach this final stage, but it should be the goal for every group that is formed within an organization. At this point, the team is working perfectly together and the goals of the individuals are put second behind the objectives of the team itself. The team starts to see itself as something of a family and the members of the team trust each other completely when it comes to getting things done correctly.
As a benefit of the trust that exists, creativity may increase as members of the team are more comfortable taking chances and trying out new ideas. It is the goal of the leader to see his team reach this level of cooperation and motivation. The results of this achievement can be powerful as the team may be able to do more than was ever expected when first starting out.
All the teams follow along with this ladder. Understanding Cog’s Ladder and what it means for the development of a group dynamic within the organization is a powerful tool that the leader can use to help get the most out of every individual and the team as a whole.
Regarding the Attitudes
During the period from the 1970s to the present time, the scientists have been focusing upon the effects of leader behaviors on employee attitudes, motivation, and team outcomes. It brought to nascent of the Leader – Members Exchange Theory (LMX theory[40]). According to the theory, leaders form the strong trust, emotional, and respect-based relationships with some members of a team, but not with others. LMX theory claims that leaders do not treat each subordinate the same. The work-related attitudes and behaviors of those subordinates depend on how they are regarded by their leader. The message of the necessity to work with the person through three different "relationships" is promoted by this theory.
Role-taking:
This is the very start of the relationship when both the leader and the members of the team are just starting to get to know each other. Naturally, the members won’t bear very much responsibility at this point in the process, and their tasks will be relatively simple and limited in scope. It is during this period of time that the leader will be able to observe what the member is capable of and then use that information to hand out future responsibilities.
Role-making:
At this point, the relationship is at its critical stage where the member will either earn the trust of the leader or lose it. The leader can put the member into one of two categories: “in-group” or “out-group”. Those who land in the “in-group” are trusted by the manager and are likely to increasingly earn promotions and further responsibilities. Those pushed into the “out-group” tend to get stuck where they are, doing the same tasks over and over again.
Routinization:
Finally, a routine is established in which the leader and the member of the group generally know what to expect from each other. Those who are in the in-group will tend to remain in that position even if their actual performance isn’t worthy of the position. On the other hand those who are in the “out group are now going to have a hard time breaking the routine and impressing their manager. They fall into the out-group routine of doing the same thing day after day often end up leaving the group or asking for a new position within the organization to get away from the leader who has given up on them.
The ideas put forward in this theory are important messages for the leader: if there are subconscious decisions being made that are categorizing members on potentially incorrect grounds, it could be compromising the overall potential of the group. Ideally, the evaluation of members must be strictly on objective grounds that leave personal feelings and opinions out of the mix. One of the best things any leader can do is make sure that he is being fair to all of their employees to the best of his ability.
Attention to Group Roles
It is apparent that each member of the team adopts his own role in order to contribute and use his skills in a way that is beneficial to the goals of the entire team. Teams who are able to accomplish their goals on a regular basis usually have a healthy mix of the various team-roles that were identified by Dr. Meredith Belbin.[41] He grouped all roles into three categories.
People Oriented Roles:
- Coordinator. This person will take a leadership role within the team and be the person whom everyone else on the team feels like they can talk to when problems come up. Even if a higher-ranking manager is overseeing the project, most teams need someone like this to step up and lead the day-to-day activities of the group. Usually, this is a person that everyone on the team respects and will listen to.
- Team Worker. This one really holds the group together and is willing to sacrifice personal achievement or accomplishment for the better good of the team. Every good team has at least a few people who fall into this category although they don't make decisions.
- Resource Investigator. This member of the team is curious about new ideas and loves to think non-standard. This person is liked by the rest of the team and is comfortable with communicating with people on and off the team in order to get the answers and information that is needed.
Action Oriented Roles:
- Shaper. That is someone who is going to take the lead on many projects and do their best to extract the best possible performance from the team. The status quo isn’t going to be good enough for this person, and he doesn't mind being confrontational when necessary to see his vision come to life. Of course, if there are many of shapers in the team there will conflict arise, but it is good to have a couple of them for motivation and innovation.
- Implementer. This role is absolutely essential to reaching milestones and completing projects. This person usually enjoys the challenge of the process and will be detail-oriented in getting the job done right.
- Finisher. Deadlines usually serve as strong motivation for this person while others of the team may not appreciate their level of worry over getting everything done in a timely manner. However, a detail-oriented person is invaluable when it comes to confirming the quality of the work done.
Thought Oriented Roles:
- Plant. This role is crucial to innovating and keeping the organization moving ahead and it is vital on a team. Though the person taking this role comes up with the latest and greatest idea, he might not always understand that some of his ideas aren’t practical and the participants won’t necessarily work within the constraints given as far as timeline or budget.
- Evaluator. This person usually takes the ideas that are generated within the team and puts them to the practicality test. It is just the role to sort the good ideas from the others.
- Specialist. This is a person who has a specific skill set to be ready to jump into action and take the lead. While specialization is their strength, it can limit their versatility and usefulness to the team when their particular skill is not in demand.
One of the first things that members of a newly-formed team need to do is figure out where they fall in with the rest, and what role they are going to take on. These roles usually develop naturally over time, depending on the makeup of the team and the specific task at hand. A good leader will observe the roles that are being filled on the team, and step in when necessary to balance out the composition of the group.
Forming the Links
The system approach assumes that a good team is about more than just the sum of its members, it is a result of great teamwork and leadership that creates an environment of productivity and creativity. The central factor of success in the context of leadership is how much the leader and members of his team are capable of forming connections - both internal and external.
The Margerison-McCann Team Management Profile[42] is a tool that leaders and can use to develop their skills in the formation of such links. This model is very popular in the world as it allows creating a specific command structure related to business specific. The interdependence of team members is also taken into account.
The authors of the model describe the functions that must be performed for the qualitative realization of the task. Command roles are distinguished on this basis. Identification of team roles is based on the individual qualities of team-members and on their propensity to perform certain functions. The entire management process is divided into nine working functions:
1. Advising;
2. Innovating;
3. Promotion;
4. Developing;
5. Organizing;
6. Producing;
7. Inspecting;
8. Maintaining;
9. Linking.
The last one combines all function because it is exactly the area of coordination activities named the Team Management Wheel. Based on these functions, the following team roles are distinguished (Table 1):
Table 1.
Team roles
| Task Types | Team Roles |
| Counseling: - Obtaining and providing information. - The work with external and internal connections. | Reporter - Adviser: - Collects information. - Makes information accessible and understandable to others. He is the person within the group who is adept at consolidating information and passing it out to the rest of the team. He wants to make sure everyone is informed as much as possible so that they can make smart decisions with accurate information. Having a person like this on the team is important because it helps to keep the team working as a group instead of as a collection of individual employees. |
| Innovator. - Nominates new ideas, their implementation. - Prepares to cultivate problems, insight, critical verification. | Creator – Developer: - Has a broad view, orientation to the future, readiness to listen and to perceive information, aspiration for improvement. - Is able to go beyond the standard solutions. This is often the person that gets things going by presenting new ideas to the group that can be discussed and pursued further. One of the important elements to the group dynamic is that these kinds of people feel like they have the freedom to present their ideas in a welcoming and open environment. When the group dynamic is such that it restricts ideas and innovation, creativity often suffers as a result. |
| Stimulation. - Handing over to customers and key stakeholders inside the organization and outside. | Explorer – Promoter: - Quickly catches what is happening, initiates change. - This is a team member that isn’t just going to settle for the simple or basic plan – they are going to work toward new ideas and possibilities that might have been missed by the rest of the team. He is enterprising, energetic, and able to work in several areas simultaneously. He possesses the skills of persuasion. |
| Development. - Planning, preparation and development. | Assessor – Developer: - Promotes ideas and introduces innovations. - He is inclined to project activity and is able to work perfectly with the ideas of others. He is motivated by putting things into motion and making them a reality than just the development of the idea itself. |
| Organization. - Settlement of issues of interrelations between people and tasks according to factors: Internal technical facto; External technical factor; Internal human factor; External human factor. | Coordinator – Organizer: - Makes decisions easily, focuses on goals, objectives, timelines and budget constraints. - He helps keep progress moving and trying to reach completion as soon as possible, takes the ideas and initiatives from other people within the group and works on making them come to life in an efficient and effective way. This is a person that usually gets satisfaction from seeing results of the work he has put in and overcomes conflicts. |
| Production. - Development and implementation of systematic structured methods that allow people to carry out regular activities. | Concluder – Producer: - He is practical, rational, concentrates on real problems and projects. - He observes deadlines and plans. - He is focused on systematic methods while there is a need for a clear structure and distribution of responsibilities. - He can perform the same job for a long time, can resist changes and enjoy getting everything finished up nicely. |
| Control. - Control of regulatory activities. - Attention to details. | Controller – Inspector: - Research activities. - While this person does not tend to advance his achievements, he is able to handle all the details and be motivated by this kind of work. He fits into the control spot on the wheel because he will pick up on small points that others have missed along the way and will make sure those things get taken care of. |
| Maintaining. - Ensuring stable product quality and customer service. - Ensuring security, reliability, ethics, loyalty, customers’ retention, conformity to reality | Upholder – Maintainer: - He is not prone to immediate reactions, learns the question before the action and has firm principles and sustainable values. - He selects areas of activity related to caring for others. |
| The function of connection is ensuring internal and external relationships. The role of Connector can be taken by any member of the team with a number of developed special skills: • Active listening; • Willingness to provide assistance; • Interaction management; • Advanced communication; • Ability to organize decision-making and setting goals in a group; • The delegation of authority and allocation of responsibilities; orientation to the development of the team. | |
A distinguishing feature of this model is that it is a means of influencing the team. During the group reflexive sessions, the team members go through the stages of evaluation, discussion, design, and planning of their own activities. This leads to an understanding of fragments of the activity that suffers and that is being performed effectively. The roles make up the collection of blocks on the ‘wheel’ within this leadership theory. While it is possible to get a group of people to work together successfully it can be a challenge in the project. This wheel takes a good blend of personality types and their functions and if this happens it will give great possibilities for both the group and the organization as a whole.
Дата: 2019-03-05, просмотров: 204.