Leaders and Managers as Facilitators A-Level Coursework

  • Length: 6 pages
  • Sources: 4
  • Subject: Leadership
  • Type: A-Level Coursework
  • Paper: #19743843

Excerpt from A-Level Coursework :

Leaders and Managers as Facilitators

Leaders & Managers as Facilitators

Leaders Role as a Team Builder

Leadership Style in Light of Fundamental Interpersonal Relations Orientation (FIRO)

Strengths

Weaknesses

Leadership Style in Light of Myers-Briggs Type Indicator (MBTI)

Strengths

Weaknesses

Impact of Leadership within the Cohort

Role in Team Development

Hindrance in Team Development

Team Presentation

Planning

Execution

Team's Strengths

Team's Challenges

Balance between Task and Process

Different Styles of Team Members

Contributor

Collaborator

Communicator

Challenger

Surprises during Facilitation Sessions

Dynamics in Team Development

Mission as a Leader

References

Introduction

Facilitators are the most influential and important people in today's modern organizations. Effective and efficient facilitators are capable of helping individuals, teams and complete organizations in getting the tasks accomplished in the face of evolving organizations. They attain the skill of improving the quantity and quality of work by motivating and leading the members to work together with greater efficiency (Weaver & Farrell, 1997). The greatest fear of the employees in view of change is that of the unknown, particularly if the change is professed to threaten their jobs and individual financial safety. This self-doubt is often exploited by rumors. The role of the manager is to lead by being an agent and facilitator of change. As agents and facilitators of change, managers must recognize that they will need to handle their employees' doubts and anxieties concerning future variations possibly disturbing their jobs and private safety (Northouse, 2010).

Leaders Role as a Team Builder

A single mind cannot perform tasks with perfection as compared to a team. In a team, every individual donates to his best to accomplish the allotted objectives. The team members must be companionable with each other to avoid pointless conflicts and confusions. Thus every team must have a leader who must possess the capability to hold the team together and extract the best out of the every individual member of the team. Leaders perform multiple roles which are as follows:

A team leader plays a significant role in managing the team members and inspiring them to stay dedicated.

Suggestions should be welcomed from all and matters must be debated on an open forum to avoid conflicts and to promote healthy work environment.

A team leader must be neutral. This would further strengthen his position.

Motivate the team so that they make even better the next time.

Encourage the team members to help each other. This would build a healthy and active team.

Create a positive atmosphere at the workplace.

Be a mentor for your team members. This will help the leader to gain respect.

Leadership Style in Light of Fundamental Interpersonal Relations Orientation (FIRO)

This theory primarily describes the relational underworld of a small group. It is centered on the conviction that when people get together in a group, there are three main interpersonal needs:

Affection/openness

Control

Inclusion

The FIRO-B® instrument measures 3 basic interpersonal needs (Inclusion, Control, Affection) on 2 dimensions (Expressed, Wanted).

Inclusion

Control

Affection

Expressed

How much you embrace other people in your life

Expressed

Your need for inspiration and duty

Expressed

The warmth and familiarity you show for others

Wanted

How much consideration and gratitude you desire from others

Wanted

The amount to which you want others to take the lead

Wanted

How much you need the backing of others

Strengths

The strengths of using FIRO are as follows:

It is an effective team building tool as it identifies the reason of tension and incompatibility.

It improves decision making skills, conflict resolution, communication, confidence, and training efficiency.

It boosts personal development by helping in career progress and self-awareness.

It improves relationship counseling skills by figuring out the sources of dissatisfaction and conflict.

It improves selection and placement process as it is useful for organizing interviews and evaluating interpersonal style.

Weaknesses

The weaknesses of FIRO are as follows:

It is not a comprehensive test. It only focuses on interpersonal skills. As leadership demands a comprehensive evaluation of every individual, thus FIRO can be an insufficient approach.

As FIRO is not comprehensive, thus result obtained cannot be used to make an overall judgment.

Lastly, FIRO is not an effective tool to make a major decision based on the results. This is because it only tests interpersonal relationships.

Leadership Style in Light of Myers-Briggs Type Indicator (MBTI)

The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric questionnaire planned to ration psychological inclinations in how people recognize the world and make decisions. With the MBTI, you'll learn how you get strengthened, make decisions, and shape your workspace. You'll discover your preferences on four significant personality sides:

Extraverted or Introverted: Strength is obtained from other people, or from an individual's own internal world.

Sensing or Intuitive: Individual focus on the present and what he can see, or the future and what one can imagine.

Thinking or Feeling: One makes decisions centered on logic, or on values and people.

Judging or Perceiving: One prefers things organized and planned, or flexible and impulsive.

Strengths

The strengths are as follows:

More appropriate to the strategy and expansion of management teams as it focuses on the understanding and approval of relational needs by, and between individuals, the final being suitable to any team or group.

A useful tool for individual as well as team advancement and growth.

Calculations disclose your strengths as an individual; they can help you to select a leadership track that takes benefit of your natural capacities.

Determine the areas where you can greatest direct your skill-building energies.

Weaknesses

The weaknesses are as follows:

It is more of an academic theory, thus understanding at all levels is relatively difficult.

It is narrow at times.

Comparatively expensive self-report questionnaire.

Self-report questionnaires are vulnerable to falsifying and misrepresentation by respondents.

Impact of Leadership within the Cohort

Leadership plays a significant role within a cohort. Effective leaders possess the traits to influence their teams through their charisma and talent. The can motivate, inspire and stimulate their team to work hard to attain the goals (Western, 2008). They build the confidence and trust of the team during tranquil periods in order to stop the negative impact of stress and anxiety that prevails in such circumstances. They possess the skills to involve every individual by creating a healthy work environment and by strengthening the overall team. Lastly, leaders play an effective role by providing an active feedback regarding the performance of every individual in a cohort. This will in turn help in making timely decisions to improve performance so that goals can be attained.

Role in Team Development

Leaders play a significant role in team development. Their personal traits are vital for the formation of a good team. Leaders are responsible for performing multiple tasks in the team development like maintaining the unity, promoting motivation, creating a healthy work environment for proper functioning of a team, making the team efficient and evaluating the task and teams' performance to accomplish the targets.

Hindrance in Team Development

Team development is a tough process that requires several necessary measures. Lack of few integral traits can cause hindrance in the development of a good team. The few factors that can be held responsible for being a hindrance in team development are as follows:

Lack of communication between the leader and the team members.

Lack of trust between team members and the leader.

Lack of good leadership skills in a leader can be a major hindrance in the development of a good team.

Team Presentation

Team presentations include exact techniques and are commonly involved when the risks are higher. Exceptional preparation methods and coordination energies are critical to the accomplishment of the team presentation.

Planning

The planning phase of a team presentation involves the following steps:

The team must have clear goals so that they can make an effective presentation.

Preparation is critical and co-ordination in necessary in planning a presentation in order to attain effective results.

Rehearse as a group early and often to attain perfection.

Include both, introductions and transitions as part of your groundwork and practice.

Focus on transitions

Execution

The team should reach early at the meeting site. Preferably, everyone should revise their part at least once, in the order in which they'll represent. They should practice their visuals and get easy with the equipment and physical location. Practice with a microphone if you're going to use it. Know where to find technical help, just in case.

This onsite test run is significant in any case. It's even more vital when the presentation is taking place before a huge audience. Lastly, be attentive even if you are not presenting.

Team's Strengths

The strengths of a team are as follows

More creativity as there are more individuals involved, thus leading to more ideas and improved results

Team gives an opportunity to improve and obtain new skills

The speed at which things can be achieved can be greatly improved as more individuals are performing a certain task.

A support network that can be trusted for the performance of any task.

Team's Challenges

Along with the added strengths…

Cite This A-Level Coursework:

"Leaders And Managers As Facilitators" (2013, January 19) Retrieved March 30, 2017, from
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"Leaders And Managers As Facilitators" 19 January 2013. Web.30 March. 2017. <
http://www.paperdue.com/essay/leaders-and-managers-as-facilitators-105362>

"Leaders And Managers As Facilitators", 19 January 2013, Accessed.30 March. 2017,
http://www.paperdue.com/essay/leaders-and-managers-as-facilitators-105362