Team Leadership<\/p>\n
Team Leader Questionnaire
\nInstructions: This questionnaire contains questions about your team and the leadership within this team. Indicate whether you feel each statement is true or not true for your team. Use the following scale:
\nKey: 1 = False 2 = More false than true 3 = More true than false 4 = True
\n1.\tThere is a clearly defined need\u2014a goal to be achieved or a purpose \t1 2 3 4 to be served\u2014that justifies our team’s existence. (team: clear, elevating goal)
\n2.\tWe have an established method for monitoring individual performance \t1 2 3 4 and providing feedback. (team: results-driven structure)
\n3.\tTeam members possess the essential skills and abilities to accomplish the 1 2 3 4 team’s objectives. (team: competent team members)
\n4.\tachieving our team goal is a higher priority than any individual \t1 2 3 4 objectives. (team: unified commitment)
\n5.\tWe trust each other sufficiently to accurately share information, \t1 2 3 4 perceptions, and feedback. (team: collaborative climate)
\n6.\tour team exerts pressure on itself to improve performance. \t1 2 3 4
\n( team: standards of excellence )
\n7.\tour team is given the resources it needs to get the job done. \t1 2 3 4 ( team: external support and recognition )
\n8.\tif it’s necessary to adjust the team’s goal, our team leader makes sure 1 2 3 4 we understand why. (leadership: focus on the goal)
\n9.\tour team leader creates a safe climate for team members to openly \t1 2 3 4 and supportively discuss any issue related to the team’s success.
\n( leadership: ensure collaborative climate )
\n10.\tour team leader looks for and acknowledges contributions by team \t1 2 3 4 members. (leadership: build confidence)
\n11.\tour team leader understands the technical issues we must face in \t1 2 3 4 achieving our goal. (leadership: demonstrate sufficient technical knowhow)
\n12.\tour team leader does not dilute our team’s effort with too many \t1 2 3 4 priorities. (leadership: set priorities)
\n13.\tour team leader is willing to confront and resolve \t1 2 3 4 with inadequate team members’ inadequate performance. (leadership: manage performance)
\nScoring Interpretation
\nIn addition to such targeted questions on each of the criteria of excellence, the complete surveys ask open-ended questions to allow team members to comment on issues that might not be covered explicitly in the directed questions, such as strengths and weaknesses of the team and its leadership, necessary changes, problematic norms, or issues that need to be addressed. The complete version of the survey is given to team members and the team leader, and all are involved in the diagnosis and the resulting action planning.<\/p>\n
Team Leadership
\nThere are three vital aspects of the team that were chosen to be evaluated. The first one is that team members have the skills to accomplish the team’s objectives. Another one, team exerts pressure to perform adequately (Northouse, 2019). The last one is that the team leader provides a good climate for members to discuss its success (Northouse, 2019). Besides, the above three aspects are solid because of both team leaders and associates (Llopis, 2012). Correspondingly, the team leader has to create a good environment free from dictatorship for members to work effectively.
\nFurthermore, there are two weak aspects of the team. The first one is that team is given the resources it needs to get work done (Northouse, 2019). Another one, team members trust each other to share information and feedback. The two features turn out to be false, and they make the overall performance deteriorate. Additionally, the two aspects are weak because, without resources like money, no project can be finished. Similarly, if team associates do not trust each other, there is going to be disunity.
\nThere are four comments I would share with my team concerning the strengths, weaknesses, and changes to be seen from members. As a team leader, I am happy to know that members have pressure to perform better than before (Krishna, 2011). Similarly, I am content because each associate has the skill to achieve the overall team’s goal (Boies, Fiset, & Gill, 2015). Nevertheless, I am concerned that there are limited resources that are funded to the team. I will therefore talk to management so that the issue is resolved. Finally, the change I would like to see from associates is trusting one another and working in harmony because unity is strength.
\nReferences
\nBoies, K., Fiset, J., & Gill, H. (2015). Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 1080-1094.
\nKrishna, Y. R. (2011). Effects of Transformational Leadership on Team Performance. Institute of Business Management, 152-157.
\nLlopis, G. (2012, October 01). 6 Ways Successful Teams Are Built To Last. Retrieved March 17, 2021, from Forbes: https:\/\/www.forbes.com\/sites\/glennllopis\/2012\/10\/01\/6-ways-successful-teams-are-built-to-last\/?sh=3692ab872b55
\nNorthouse, P. G. (2019). Leadership: Theory and Practice. London: SAGE Publications, Inc.<\/p>\n","protected":false},"excerpt":{"rendered":"
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