Leading the Organization Insights From Term Paper

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The selection of a leader is crucial for a team to attain its objectives.

A second best practice is using conflict to drive a team forward rather than let it become an inhibitor to overall progress. As the book, course materials and readings illustrate, conflict can be highly effective in propelling a team to attaining its goals, providing it is used positively and for validating the team's common direction. The natural tendency of teams is to want to agree and create a harmonious working relationship. This can be incredibly ineffective as it often leads to GroupThink and a tendency to concentrate only on making sure everyone is in agreement with each other. Instead conflict needs to be tolerated and even promoted to make sure a team stays cognizant of the real trade-offs they need to make; not just making decisions to please each other and gain consensus. Conflict is very healthy when done from the standpoint of increasing the value of a given idea or initiative. Team participants need to refrain from making it personal or using sarcasm, instead focusing on conflicts over ideas and how best to attain objectives of the team.

Third, the best virtual teams have a balance of trust and autonomy with dependence and information-sharing.

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Trust is the catalyst that makes all virtual teams successful while autonomy, mastery and purpose are long-term motivators critical to the professional growth of each team member. For a virtual team to be highly effective it needs to include these factors and also create a culture of information and knowledge sharing and collaboration. Only then can a team hope to attain its goals while also ensuring a high degree of coordination and collaboration. The best teams have a culture of independence and also infuse autonomy, mastery and purpose into each person's role, ensuring long-term motivation in the process.

Conclusion

The fourth best practice is found in teams that successfully keep context, composition, work design and process synchronized with each other. This takes a high degrees of leadership skill that is more transformational focused than transactional in nature. By unifying these factors however, members of the team will each finding more meaning in their roles and perform better as a result. In addition, these factors all combined will set a more powerful catalyst of growth and shared task ownership as well. These factors of team leadership need to be coordinated across these four factors for a team to succeed......

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