LEADERSHIP trivial slogan “there is no I in

LEADERSHIP ANDPERSONAL DEVELOPMENT          Leadershipand Personal DevelopmentNameof the WriterNameof the Institute Introduction:Undoubtedly,delivering work through teamwork is more successful than working in isolation.

Working individually can be effective but presence of high performance team inany organisation serve as a mean of effectively achieving the work targets anddelivering work through team work has become an integral part of workstations inmany companies. An ideal high-performance team comprises of the team memberswho are capable of working with each other by eliminating communication andcultural differences. Moreover, the employees of the companies enjoy variousbenefits from the presence of the high-performance teams. When individuals workin high performance teams they share expertise, knowledge, relevant skills andan effective way of accomplishing work targets which could not have beenachieved had the work was performed on individual basis. Moreover, as the teamexecutes the assigned task, the responsibility is collective and no singleemployee is held accountable for the work but rather than whole team is heldaccountable. Employees thus have the opportunity to contribute their impulses to achieve common goals.

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Each one of the teamcontributes its part to the success. For this to be possible, it depends on theright team size. Especially with too large teams, the performance of individualmembers can fall sharply. Moreover, when work is executed through highperformance team this also results in customer satisfaction. The goods andservices are delivered to the ultimate customers on timely basis due to thesegregation of work.

Furthermore, for the management, it does not have to put muchefforts in governing and controlling the teams because the teams are often ableto govern and manage work by themselves. There are many definitions of the team in the literature.The author favors the one of Mabey andCaird (1999): ·     A team has at least two members. ·     Members contribute to achieving team goals withtheir respective skills and the resulting interdependencies.

·     The team has a team identity that differs fromthe individual identities of the Members can differ. ·     The team has communication paths both within theteam and to Developed outside world. ·     The structure of the team is described regardingtasks and goals. ·     A team periodically reviews its efficiency.In general, the team is rated positively. It is assumed that this is an interpersonal pleasant and at the sametime powerful group with high self-relianceacts whose members cooperate closely and recorded. This is the ideal theoreticalcase, which is hardly used in practice.The trivial slogan “there is no I ina team” (there is no one in a team) idealizes that team and hardlycorresponds to the reality in the working world.

In this assignment, the analysis will take the place of effective team working, givenexisting and future practice in different teams and its implications of thisfor the personal development (Karmakar and Paneerselvam, 2014).Group formationAccording to Tuckman, there arefive stages through which a group is formed.These five stages are made up of various behaviors of the group, which are; forming,storming, norming, performing and adjourning.Group Behavior TheoriesGroupbehavior is referred to the collective thoughts of a people and is directed by some norms which are differentfrom the individual thoughts. It creates a sense of teamwork and corporationwith the group members to achieve the collectivegoals. Conversion TheoryUndergroups, some minorities can have greaterimpact on the others. This can be because the other group members arenot either strong enough or not regardthemselves as capable of achieving the overall cause. Group ThinkGroupthink arisesin situations where the decision-makingprocess is not formal, and there is the presence of baddecision making.

There are various symptoms of groupthink such as; where thegroup believes that it can do anything wrong.Social Impact TheoryThe socialimpact theory works on the principle that strength, immediacy, and number are the three factors which lead towards the susceptibility of people tosocial influence.Group Behaviour and High-PerformanceTeams:Groups assume an inexorably essential part in theimprovement of the association. Gathering conduct is a vital segment of authoritative conduct. The gathering is a unionof two individuals, and that is only the tip of the iceberg, joined toaccomplish a particular objective. The idea of “gathering” is verymind boggling and critical, as the groups and their work affect the adequacy ofthe association all in all and of the individual laborer specifically. It is critical for the supervisor to know theidiosyncrasies of gathering conduct and have the capacity to manufacture hisarrangement with the goal that the gathering is innovative, not dangerous. To effectively manage groups, the manager mustunderstand their nature, assess the effect of their size, know the methods offorming groups, the ways of their development, the key roles in the group, etc.

(Bradley et al., 2013, p.385).

Among the main characteristics ofthe group are·     Homogeneity·     Background characteristics·     Status of the members of the group·     Openness·     Cohesion·     People in the group have the choice: tocooperate or competeAn incorrect incentive system canalso lead to unfavorable competition forthe organization. Two divisions of the company can compete effectively if they have identical resources and work independently ofeach other. Cooperation is established very easilyif employees understand common goals and have a single system of rewards. Groupcompensation is a powerful incentive for cooperation. Regardless of theindividual contribution, if the whole group is encouraged, this facilitates theexchange of ideas, the increase in the intensity of work, the involvement ofeach employee in the common cause (Beckeret al., 1998).High-Performance Teams:It isprecisely the diversity of the components that gives the team an advantage andfacilitates the achievement of objectives. The idea that the whole is moreimportant than each one of the membersgives a high-performance team much valueand facilitates another positioning in overcoming the challenges.

The previous statement that on paper is great and is the thought and thecurrent with which we all tune, when we want to put into practice we come upwith personal attitudes that we find hard to abandon: it requires work so thatthese teams put the “we” “to” I “, which is just whatit means to work from unity and cohesion(Liao et al., 2009, p.371).In ourorder to direct our team to obtain incredible results and turn them into a High-Performance Team, there are series of’tips’ essential and that must be taken into account once the team has been formed. Itis about not losing sight of the objective or the path, and never forget the true meaning of teamwork:·      Facilitate the knowledge of goals byteam members.·      Designing simple systems fortracking and locating contingencies and failures at work: it can be bymeasuring small unforeseen objectives, fluid communication between members.·      Have a systematic planning of theprocess, regarding the times of the tasks, the alternative plans.·      Differentiation of roles.

·      Normalize the learning of errors.·      Maintain the motivation and cohesionof the team through small gestures.·      Replace completed goals(Leigh and Maynard, 2002).Development of High-PerformanceTeamsThere are two fundamental aspects such as the phasesand characteristics that these teams must possess. As often happens, it is easier to theorize than to apply in practice, andwhat seems simple becomes complicated, so during the process of creating one ofthese teams, the role of the leader becomes relevant, since it is the personwho within a High-Performance Team, it assumes the function of reviewing thepath and making the necessary adjustments to maintain high motivation in theteam (Castka et al., 2001, pp.123-134).Phases in the Development of High-Performance Teams:Knowing the stages that a team goes through until it becomesa High-PerformanceTeam provides us with a guide and allows us to identifythe moment in which the team is tocontinue advancing.

 In the process and the evolution of the team, bothadvances and setbacks can occur, and it is a chain of states that never end tore-occur: when it seems that we are at an acceptable level, the environment,competitiveness, people or the culture change and you have to calibrate yourselfagain. In our opinion, that is the truemagic of the High-Performance Teams, theability to adapt and resurface like a Phoenix.Linked to the above,the exceptional competence of the leaders of High-Performance Teams is to have the ability to become the”master regulator,” thedirector of a perfectly tuned orchestra, uniting wills and aligning attitudesthat manage to go beyond the expected results (Sharpet al., 2000).Stagesof development of a High-Performanceteam:·      Generating High-Performanceteams.·      In this stage, the components still havelittle experience and are highly dependent on the leader, an attitude that willchange over time, since the team will evolve from “dependence” to “autonomy.” It is time to define goals anddistribute roles, but also to manage insecurity and uncertainty regardingtheir role within the team.

·      Adaptation phase in a High-Performance team.·      Some reluctance (depending on previous experiences ofthe team members) to work in a collaborative (non-competitive) team is still glimpsed. It is an immature team that needs a strong presenceof the leader.

·      Stabilization of the High-Performanceteam.·      In a phase beforethe fullness of the team, its members assume responsibility for their role,improve interpersonal communicationskills, and can achieve consensus onthe issues of interest that concern them.·      The maturity of the team.·      The goals are close to being fulfilled according tothe plan, the leader and the colleagues in whom he delegates, make adjustmentsand corrections. The communication is complete, and everyone is satisfied with the team and project membership. There is a strong sense of”common vision” to address any issue related to the team or projects.·      High full performance.·      Achievement and renewal of objectives,satisfaction for the completion of the project, personal and interpersonalgrowth.

 Total commitment to the team.Characteristics that High-Performance Teams Must Possess:The results are optimized whenwe pay special attention to the process,but there are certain characteristics and skillsthat will undoubtedly favour the development and growth of a High-Performance Team:·     Diversity, to improve skills androle distribution.·     Flexibility and criticalthinking.·     Good communicators, with special emphasis on listening and arguing.·     Able to connectwell with their peers.·     Eagernessto excel and spirit of cooperation.The leader must evaluate if these characteristics and skillsare met by the team members, and mustprovide the necessary resources for the acquisition and improvement of saidcompetences.

 One of its functions is to perform a summary analysis ofthe strengths and weaknesses that allow the team to be optimized (Baker et al., 2006, pp.1576-1598).Leadership in High-Performance teamsYou know we lovetalking about leadership and leaders; butwe also have to provide some qualities of the leaders of these teams. Itis very important that they assumeresponsibilities, and that they repair erroneousactions, or propose improvements starting from themselves. These leaders arehumble and trustworthy; They are also honest and decisive. Also, although they usually have the rest ofthe team members, they know when theyhave to make decisions by themselvesbecause they are delicate situations.

 Of course, they also know how to delegate(Wing, 2005, pp.4-11).There may be many moredefinitions of what a team is, “however the previous definition has the basicelements of a team, which are interdependent activities, a vision of a commonobjective and whose interdependence has an impact on the overall result of theteam.

Now knowing the main elements of a team is worth explaining why it is very important to build and mature the high-performance teams in organizations. Researchshows that productivity, quality and moralof people is better when mechanisms to promote teamwork are implemented. Below is a summary of the results found when analyzing 439 companies within the Fortune 1000″.

Performance criteria % indicating an improvement Change in management style to a more participatory one 78 Improvement in processes and procedures 75 Improvement in decision-making style 69 Improvement in the confidence of employees in the administration 66 Improvement in the implementation of technology 60 Elimination of supervision layers 50 In the past table, we can see that there is an exceptionally strong contention in theconnection between a solid cooperationmechanics and a superior getting of results in the association. Be that as itmay, it is likewise important to know aportion of the clashing components of collaboration. Insome cases the groups can set aside a long opportunity to settle on a choice,or they can fall into the “mindless compliance” mistake or they wouldall be able to concede to a position identified with a venture, keeping in mindthe end goal to limit these dangers, at that point we will investigate in moreprofundity the major components that they should be available in an elitegroup, and additionally the phases of creation and adaptation of the groups.

Analysis of Existing and Future Practice:In high-performance teams, the behavior of the members is interdependent, andpersonal goals are raised to obtain the team’s goal. There is a desire tobelong to the teams. Even though a group of individuals is formally appointed members of a team, if they act in anindividualistic way seeking to obtain all the credit or meet their goals first,we would not be talking about a real team. In mycurrent practice of working as a project manager in a construction company, theteam work was very important, unless a good team is not present it is notpossible to work and meet the deadlines.

The main challenge in my existing field was to meet the deadlines, asnot meeting the deadlines increases the cost of the project significantly andalso dissatisfies the client. The main challenge in the construction of high-performance teams is to find the way to achieveinterdependence, efficiency, magnetism, shared responsibility, mutual support, and trust between the tasks and team members. Iworked on developing a good understanding with the team members, providing themenough leverage to make the decisions, providing a friendly environment, andmaking sure all their problems are resolved,and they are happy at the workplace. There are some serious concerns that ariseworking as a project manager, especiallydue to the shortage of staff sometimes, due to which the workload increased onthe present working staff. However, Imotivated them by giving them good feedback related to their work and making sure they are listened to.As I already know from the theory that the primary attribute of high-performance teams is having an effectiveleader in coordinating and leading the team, soI made sure I am effective, in coordinating with my team and to createcredibility. Effective leaders have the respect and commitment of team members,and through above practices, I made sureI respect every team member to keep the strongrelationship between the team through promoting socializingand keeping a tab on it. Establishing the credibility andability to influence team members is the leader’s first challenge, and I realizedit the day I joined the project and it will also help me in my future endeavors of being a successful entrepreneurand lead a team that helps me inachieving my goals and also their goals of growth.

The study by Kouzes and Posner(1987) identified credibility as the most importantrequirement to lead effective teams. Once the groups have createdtrust in the pioneer, it is feasible for the pioneer to express a propellingvision for the group. All groups have particular objectives and goals tosatisfy. However, a dream is somethingelse. The vision lights up the centeresteems and rules that will controlwhat’s to come. The vision offers direction to the activities, and some of its qualities are:·     “Left and right brain. An effective vision contains the objective, goals, and actions to be fulfilled, as well asmetaphors, colorful language, and emotion.

It must capture the reason andimagination of the people.·     Interesting A vision should narrow theperspectives and contradict the status quo or simple goals to achieve.·     Principle and passion an effective vision must be basedon the principles and values ??in which team members believe”.People in various societies candisplay particularities that is the reason it is critical to know andcomprehend their introduction as indicated by their impression of by and large,and locus of control.

On account of having a group from a few nations, if thesocial contrasts and discernment are not viewedas, the qualities of the members cannotbe included. Notwithstanding the part, we play in a group, with a specific endgoal to work viably in a group it is vital to know the phases of building agroup. The accompanying table demonstrates the primary qualities of each phaseof the advancement and development of a group. Stage Explanation Training The team meets the need to understand each other, achieve a common understanding of its objective and limits. Relationships should be formed as well as the creation of the trust.

Standardization The team faces the creation of cohesion and unity; there are roles, the expectations of the members are identified and the commitment increases. Storm The team is in disagreements and differences; it is necessary to manage the conflict. The challenge includes overcoming the groupthink. Performance The team meets the need for continuous improvement, innovation, speed and capitalization as its core competencies. Knowing these stages allows us todevelop a strategy to soften and optimize the strengths of each stage, in thisway you can plan at what time you should demand results and equipmentrenewals and objectives according to these cycles.

Conclusion:The creation of high-performance groups is one of thechallenges of modern organizations sincethey must enable mechanisms of structure and reward that avoid the tax on theposition and direct people to look for their interests to achieve theirobjectives and obtain their bond. It is a reality that these characteristicsare not explicitly or continuously presented in the Mexican labor culture, much less the mechanisms topromote their continuity. That is why it is veryimportant to know the theory as a frame of reference and take theevidence of the research to learn and put into practice these recommendationswith the objective of forming high-performanceteams. To build high-performance teams,companies must create mechanisms to support a new vision in this respect in theculture and way of life of employees. The high-performanceteams do not necessarily work more, nor are they smarter than the others, themain difference is that they can organize themselves to work and deliverexceptional results given the sum of their strengths and internal organization.This topic can be complemented withadditional readings regarding management based on competencies, high powerincentives, strategic HR alignment, leadership, andmotivation.There are various implicationsfor future career and personal development such as getting exposed to a diverse group of colleagues.

Moreover, cultural awareness should be increased in performance teams as the levelof competition is on increasing trend coupled with the attributes of globalization and diversified employmentbackgrounds. This can be mitigated through gaining more knowledge ofthe various cultures according to Earley and Peterson (2004).ReferencesBaker, D.P., Day, R. and Salas, E., 2006. Teamwork as an essential component ofhigh?reliability organizations.

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G., 2013. Ready to rumble:how team personality composition and task conflict interact to improveperformance. Journal of Applied Psychology, 98(2),p.385.Castka, P., Bamber, C.

J., Sharp, J.M. andBelohoubek, P., 2001. Factors affecting successful implementation of highperformance teams. Team Performance Management: An InternationalJournal, 7(7/8), pp.


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LeadershipChallenge: Hovf to Get Extraordinary Things Done in Organizations.Leigh, A. and Maynard, M., 2002.

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