Summary
Belbin Team Roles
Belbin team roles are a type of leadership strategy whereby the managers have to identify specific functions that members are supposed to do and those who should be responsible. A leader should understand the people and their capability to enable effective assignment of duties. According to this model, for the efficacy of team members to be enhanced, there must be given roles to be fulfilled (Bednár and Ljudvigová, 2020). Therefore, to facilitate proper leadership, directors should identify the respective responsibilities and the appropriate individuals who have the ability to perform them in the group. The model requires the management head to consider every participant’s energies and talents in the team.
The approach allows the leader to have great insight into every individual team member’s potential and abilities, enabling assigning people to specific duties. The model improves the performance of an organization since it ensures everyone in the group is given the role in accordance with their talents and energies. When people are allowed to do specific functions that they feel confident in, their productivity increases, thus making it easier for them to cooperate effectively.
Managerial Grid
The managerial grid model is a technique that allows organizations to assess the leadership styles of respective managers to understand how they can impact and influence management. The aim of the approach is to enable leaders to identify their potential skills and help them improve and facilitate excellent governance (Roy, 2019, p. 172). Furthermore, the model allows managers to comprehend their strengths and weaknesses in order to acquire the right training for adjustments. In most cases, they use questionnaires to determine their ratings based on their abilities to manage teams.
The leadership grid approach is essential to an organization because it enables the management to identify shortcomings of leaders and improve them for better performance. Managers can easily work effectively with team members to promote collaboration and teamwork when they understand themselves. Furthermore, the technique supports excellent management styles, which impact the morale of employees and other important stakeholders. Therefore, the managerial grid serves a critical purpose in ensuring the right directors manage people.
Adair’s Action-Centred Leadership
This model of leadership was put forward by John Adair. According to him, every manager has three primary responsibilities as a leader: team management, managing individuals, and attaining the set objective. In this style, the supervisor should be able to integrate completing the given task by managing both the team members and the individual employee (Anah, Mojekeh, and Obikeze, 2018). Action-centered leadership suggests that all members’ commitment generates the team’s success. Furthermore, for the group to excel and perform effectively, all crews must be fully developed. The approach encourages teamwork where everyone in the team is involved in doing the given task.
Adair’s action-centered leadership is essential to the organization because it enables the management to achieve the given task. Managers have in mind that their role is to ensure the set objective of the group is attained. It also ensures team members give their best when performing their duties since the respective leader will motivate them, enhancing their contribution to the work. Similarly, it ensures the organization has employees who are self-motivated, following the respect and trust they obtain from their supervisor, which makes them able and willing to learn new skills.
Tuckman Model
Tuckman’s model is based on the development of the group while undertaking the given task. According to this technique, as the ability and maturity of the team advance, the individuals establish a connection, and the style of leadership transforms into collaboration. The manager’s role is to identify the stage of development that team members have reached and then help them continue with the shared workforce (Kiweewa, Gilbride, Luke, and Clingerman 2018, p. 285). The approach involves five stages, namely forming, storming, norming, performing, and adjourning, respectively. Every step entails different encounters that connect the people to the next phase.
The approach is significant to the organization as it creates a collaborative workforce amongst employees, which ensures little to no resistance from the group members. It also promotes emotional attachment between the participants since workers go through different stages of development together, thus advancing their understanding of one another. The technique promotes effective commitment because the individuals are capable of organizing themselves accordingly to perform a task.
Types of Teams
Remote Teams
Remote teams refer to the situation where workers of an organization are not located in the same place. In other words, employees work from different geographical areas (Ozimek, 2020). Managing people working remotely is a great challenge to managers. Some of the problems associated with leading individuals performing their duties from different locations include the lack of the ability to enhance their well-being. Leaders may find it challenging to ensure all the members achieve satisfying conditions to improve their productivity. Another issue is communication, where supervisors occasionally liaise with staff. This lowers the connection between them and other colleagues based in other zones.
Hybrid Teams
A hybrid strategy is a flexible technique where the workers are allowed to work remotely, especially from home and some at a centralized location, such as an office, based on their preference. In most cases, staff members choose where they feel comfortable working, thus making it possible to have a group of employees stationed at one place while others are in a different area (Thevenard-Puthod, 2020, p. 28). Despite the effectiveness of this approach, managers are faced with challenges such as communicating with individuals located in other places to meet the work deadline.
Multiple Teams
Multiple teams refer to a scenario where people with different skills and roles are assembled to work together. In most cases, the strategy is applicable in projects where various individuals are required to perform varied responsibilities. Leaders encounter challenges such as delegating duties and controlling individuals since they need diverse understanding (Potosky, Godé, and Library, 2021). Furthermore, maintaining communication and managing team performance is difficult. Sometimes team members may be located at different places depending on their roles; hence, supervising them can be a problem.
Challenges Faced by Managers
Generally, team leaders face a number of challenges in managing a group of individuals. Some of the issues include a lack of proper communication among the members, which makes it difficult to delegate and supervise the tasks. Similarly, poor time management is a significant problem, especially for jobs that have short deadlines (Arakelian and Rudolfsson, 2021, p. 5). Ineffective teamwork is another encounter that supervisors face in their duty. In most cases, the group members may be less collaborative, for example, when people are working remotely, lowering the combined workforce’s effectiveness. In addition, maintaining the well-being of workers is not easy in situations where some work remotely and others in a specific location. Lastly, the lack of proper work structure makes it impossible for the managers to initiate an efficient working environment for members hence lowering the personal morale to perform the duty.
Ways of Managing Teams
Despite the challenges leaders face when dealing with different teams, there are several approaches they can use to manage working groups effectively to ensure they deliver their best to the organization. Managers should make sure there is virtual communication, especially with staff members working from different locations, to show them that they are part of the team and their contribution is valued (Larson and DeChurch, 2020). They should also provide the necessary support and guidance for the individuals to promote their work morale. In addition, supervisors have to set a target for respective group individuals and monitor the progress of their performance. This approach will make employees focus and determined to achieve the given task.
Features of Successful Manager and their Impacts on Employees
A successful manager is a leader who understands the needs of the team members and helps them to improve in order to make them work efficiently. They motivate workers to achieve the tasks by personally involving by giving the necessary guidance to perform the job (Mizuno and Bodek, 2020). Furthermore, they comprehend fully what is going on in the system and update their team members on the current issues that may require individual adjustment. Such noble acts would create a good rapport between the manager and employees, leading to trust and respect. This will ensure workers are motivated and fully dedicated to the organization.
How to Apply the Leadership Models in Real life
Implementing the various leadership techniques requires managers to understand the nature of team members and the roles they are expected to play. The models can be applied jointly in some circumstances to ensure the level of leadership is enhanced from both the manager’s and employees’ sides. Supervisors should be at the forefront to show workers what should be done so that they can emulate and practice at the workplace.
Reference List
Anah, S., Mojekeh, M.O. and Obikeze, C.O., (2018) ‘Principle-centred leadership styles: panacea for sustainable employee productivity in organizations’, SSNR. Web.
Arakelian, E. and Rudolfsson, G., (2021) ‘Managerial challenges faced by Swedish nurse managers in perioperative settings–a qualitative study, BMC Nursing, 20(1), pp. 1-10. Web.
Bednár, R. and Ljudvigová, I., (2020) ‘Belbin team roles in a start-up team. In SHS Web of Conferences 83, p. 01002, EDP Sciences. Web.
Kiweewa, J.M., Gilbride, D., Luke, M. and Clingerman, T., (2018) ‘Tracking growth factors in experiential training groups through Tuckman’s conceptual model’, The Journal for Specialists in Group Work, 43(3), pp. 274-296. Web.
Larson, L. and DeChurch, L.A., (2020) ‘Leading teams in the digital age: four perspectives on technology and what they mean for leading teams’, The Leadership Quarterly, 31(1), p.101377. Web.
Mizuno, S. and Bodek, N., (2020) ‘Management for quality improvement: The seven new QC tools’, Productivity Press.
Ozimek, A., (2020) ‘The future of remote work, SSRN. Web.
Potosky, D., Godé, C. and Library, J.F., (2021) ‘Modeling the feedback process in teams’, SAGE. Web.
Roy, D., (2019) ‘Managerial grid in macroeconomic perspective: an empirical study (2008–2017)’, Journal of Transnational Management, 24(3), pp. 165-184. Web.
Thevenard-Puthod, C., (2020) ‘Hybrid succession teams: understanding their formation and conditions for success’, Journal of Small Business Management, pp. 1-41. Web.