Furthermore, these meetings will also be used to ascertain each member's ability to reach goals and any specific talents that could help the project we are working on.
Any further problems in terms of discipline or stress will also be handled by means of oral communication, either at meetings or through personal contact sessions with the workers. Workers are also encouraged to meet with me personally in order to discuss any questions, concerns or suggestions they may have to further the optimum function of the team.
I will also use written communication in the form of circulars, memos and a general document stipulating the rules and regulations of the team and the work at hand. Each team member is presented with this document in order to clarify the responsibilities that need to be adhered to. Other written communication will occur by means of a suggestion box. In the event that team members are not sufficiently confident to take the liberty of a personal meeting with me, they have the option of the suggestion box for any suggestions, problems or concerns.
I would also encourage communication among team members themselves. Team members will be encouraged to communicate any problems or suggestions to each other, and bring these to me if authorization is necessary for implementation, or if further steps are needed in the case of any problems.
Discipline and praise, as mentioned above, are part of managing a team through effective communication. A written memo will be handed out to specifically explicate these to each team member. Team members are invited to offer suggestions for specific rewards or for any part of the document. Any worthy suggestions will be brought before team meetings, discussed and possibly implemented. Suggestions will also be encouraged via a reward system, with rewards handed to those with specifically worthy or useful suggestions.
Discipline will also be handled via open communication. The goal of my disciplinary practices is not punishment, but rather a strategy to help team members deal with disciplinary problems. In case of such a problem, I would have a personal conference with the disciplinary offender, and then offer my help in whichever way the person may see fit. If the offer is refused, I may put the person on compulsory leave, depending upon the seriousness of the offence. Such a person may also be warned and placed back upon the team, under strict supervision of the rest of the team members.
Another strength is my ability to adjust my leadership style to the requirements of every situation. It is widely recognized in the business world that an integration of the various leadership styles is often necessary in order to optimally manage a team. The different personalities within a team for example need to be taken into account. Other factors that need to be considered in this regard include the specific situation and level of workers in each team. New workers for example need to be managed with a more authoritarian style than those with more experience. Experienced workers are placed in leadership positions, and more responsibility is delegated to them.
Finally, one of my strengths in leadership, which could also be a weakness if not handled correctly, is my patience. I am extraordinarily patient, especially during times of stress. My concomitant ability to remain calm under the pressure of tight deadlines and stressful situations tends to communicate itself to the members of my teams.
My greatest potential weakness in leadership, as mentioned above, is my tendency to be universally patient and calm. While this is beneficial in a large amount of cases, it can also be to the detriment of disciplinary stability in the team. A problem team for example is in need of a stronger hand. I do not generally enjoy to be harsh to my team members.
This is not to say that I cannot lead a problem team; only that it will be a greater challenge for me than a team that is at least willing to give its cooperation.
There are however ways in which I can manage difficult teams by means of delegation. I would for example choose a number of leaders who have shown potential in the area of discipline in order to handle matters that I do not feel entirely comfortable with. On the other hand, this may undermine my authority with the rest of the team.
Another of my related weaknesses is that I am not particularly strong in the area of authoritarianism. As with the discipline issue, I find it very difficult to display the hardness in personality sometimes necessary in certain situations. I much prefer to use communication for the solution of problems. If this fails, I find myself uncertain. This uncertainty, like my ability to remain calm, also unfortunately tends to communicate itself to my team members. This is an area that is currently enjoying my attention.
Apart from these weaknesses, I believe I have enough strengths to make me a good leader and manager of teams. I have seldom encountered situations where effective communication was insufficient and a harsher paradigm was necessary. I also believe that maintaining a sense of calm and patience is more conducive to trust from team members than a leader who imposes his ideals and paradigms in a harsh way. I am convinced that harshness in leadership is more often conducive to resistance rather than compliance.
A therefore prefer my specific weaknesses and strengths rather than an innate sense of harsh, authoritarian leadership. I believe I can bring out the best in my team without letting my weaknesses harm the goals and visions of the team. I do this by using my strengths to the best of my ability to lead my team.
Axiom Internet Group Ltd. 1995-2007. "Team Leadership Styles." http://www.axiomsoftware.com/disc/teams/styles.asp