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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....
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.
Increasingly they would go out to lunch together with friends from their old company, and within six weeks, another manager was hired. That week I was called into the COO's office and he told me that instead of running reporting and analysis I was to train all customer service reps on a new system they had been avoiding -- and bad mouthing -- for years. I felt pushed aside,
He sees a lack of honesty being a major detriment not to just the character of a company but to its operations as well. In one of the most interesting areas of the interview, Mr. Huang discusses how he goes through the interview process at Nvidia. What he's looking for is a person passionate about what they are doing, sees the vision of where the company is going, and also
When the perceived role and the expected role are incongruent, conflict can occur both between the leader and his followers, and within himself. This can result in a slowdown in production, a lowering of morale and resistance to changes that the leader may be trying to implement (Robbins & Judge, 2007). According to Shafritz & Ott (2005) an organization is essentially a tool that people use to coordinate their actions
I decided to take their idea of turning the adoption of the system into a game, and it would be one entirely available offline as well. This would give the older workers a chance to compete and see their progress. I devised a game of showing not productivity, but customer satisfaction -- a rare metric that was captured in our post-department surveys. The senior managers of the department had
One women stood with hands on her hips and stared at the women making the call, and then even pointed at her watch. The Starbucks employee smiled and waved, saying over the phone that help was on the way. As the line started moving again when the Starbucks' employee hung up the phone, two young women showed up in their barista aprons and immediately started working on orders. It was
Additional challenges leaders face include infusing autonomy and ownership for tasks, jobs and the broader vision of an organization on the part of subordinates and associates, managing teams with a high level of Emotional Intelligence (EI) which is the insight to place the best possible contributors in the roles that align to their strengths, and the ability to foster collaboration through a team as well. There are also the challenges