Teamwork Training Theme and Leadership Essay

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Organizations have varying teams and work groups. These groups hardly achieve peak performance levels, and only a handful bear team attributes such as teamwork. This paper explores team training themes and provides a holistic perspective of Team Development and Teamwork solutions. The tools and programs proposed in this paper seek to help leaders and their teams to overcome common challenges in team operations, even as they discover solutions for success. The areas discussed in this paper span how to improve communication, maximizing resources, utilizing the creativity resource among team members, enhancing team alignment, embracing change positively and how to handle and overcome resistance. A well bonded team is a resilient, tough and productive machine. The list of the practices highlighted below are meant to help intact teams, mixed groups and cross-functional teams and individuals achieve high performance in the organization I work for.

Teamwork training Theme development

The aim is to attain synergy and high performance while providing interaction based on solutions between members of a team. It also focuses on orienteering and the growth and development of a team.

The development of a training theme will focus on dealing with the objective shown below for the separate teams. Each team’s obligations are also highlighted.

Orienteering: this is an intensive and effective simulation for team development. It is intended to manifest instant effect on the working approaches of a team by probing their weaknesses and vulnerable areas via an experimental and creative strategy (Dyer et al., 2013). The business simulation approach exposes team members from varying team types to challenges they would face at their place of on daily basis, but in an outdoor setting in this case. Orienteering involves scenarios such as outdoor terrain and the tactics needed for navigation and identification of mapped out points. Team members are then required to reach these designated points on foot. They are subsequently required to figure out how to assemble the needed resources to complete the simulation, and go back to the starting point. Once the members have completed the simulation exercise, they will have learned the necessary skills, and acquired the knowledge needed to become a team with high performance. They will also have identified the areas that they need to improve on.

Team 1 Responsibilities…….Orienteering

The team has been tasked to develop a simulation meant to achieve:

· To develop a cohesive and strong team that has capacity to make the best business choices

· Learn about the modus operandi of the team and pick out opportunities for improvement within the team

· Redirect the energy of the team and explore the issues that affect the team, in an honest dialogue interaction

· Develop a free and friendly platform for discussing issues that affect the team and make it easy for all members to make their contributions uninhibited by fear

· Develop and polish membership skills of a team and consider the best corporate practices

· Resolve team conflicts and issues constructively

· Identify opportunities for the improvement of the team

· Enjoy the experience and use it to bond the team members tightly as one community

· Craft actions and strategies that can be used by participants in their separate experiences at their work places (Heck & Anderson, 2008).

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High Performance: A lot of organizations derive their results and complete critical tasks, strategies and projects through work groups and teams. Functioning at peak levels is another equation altogether for these groups. I know that an effective team is not easy to build. A workshop designed for high performance provides team leaders and their teams the necessary skills to overcome common team issues (Dyer et al., 2013).

Team 2: Responsibilities; High Performance

The team is required to develop a program for orientation focused on the following:

· Inform the participants about the needed skills to develop an effective team

· Identify the weaknesses and strengths of their team and develop solutions for the same

· Consider the tools and strategies that will improve their team’s effectiveness

· Review their personal roles as leaders and team members and evaluate their contribution towards the success of the team

· Strengthen their commitment to practices of an effective team(Heck & Anderson, 2008)

Solution-focused teams

Team leaders and, sometimes members are requested to provide solutions to teams, to direct their energy and consolidate team efforts so as to achieve a common end (Dyer et al., 2013). To succeed in delivering the above assignments, one needs a unique set of skills. Unfortunately, many team leaders have had no chance of developing such skills formally.

Team 3 Responsibilities……..Solution oriented teams

This team is expected to develop a simulation for achieving the following:

· Noting how group discussion facilitation is different from making a presentation

· Enhance communication between members of the group and make the best of contributions from the members

· Provide and manage an improved structure for team members

· Provide ways of enhancing in all team sessions

· Examine dialogue and….....

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Bass, B. M., & Riggio, R. E. (2014). Transformational leadership. New York: Routledge.
Chandler, D. B., & Werther, W. B. J. (2013). Strategic Corporate Social Responsibility: Stakeholders, Globalization, and Sustainable Value Creation.

CMOE (2017).Teamwork, Centre for Management and Organization Effectiveness. Retrieved 6, February, 2018 from

Dyer, W. G., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for improving team performance. San Francisco, CA: Jossey-Bass.

Heal, G. M. (2008). When principles pay: Corporate social responsibility and the bottom line. New York: Columbia Business School Pub.

Heck, T., & In Anderson, V. J. (2008). TOOBEEZ Teambuilding: Fostering Connections and Teamwork Through Fun. Wayne, PA: TOOBEEZ, LLC.

Ramachandran, V. (2011). Strategic Corporate Social Responsibility. Corporate Social Responsibility and Environmental Management, 293(5), 285–293. 

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