Group decision making is the activity in which a group has to choose on the decision from the alternatives. It is becoming a joint activity in human civilization across the globe. Issues of business are progressive including interactivity that needs combined energy and thorough information pooled by a group of people working together. Teamwork in an organization refers to the work to be completed by a group of people who are collaborating to achieve a common objective of the organization. In the contemporary competitive business environment, working in a team is a crucial thing that is to be given priority by the organizations to thrive for an extensive period. Teamwork is indeed more effective than a work done by a person as it comprises the mutual energies and aptitude of diverse people (Kerns, 2019).
However, in the case titled "The Team That Wasn't", there were many problems and issues associated with group decision making in a team due to a negative member named Randy. In this case study, it has been mentioned that Fire Art is an organization dealing with a regional glass manufacturer. Eric was the newly appointed strategy director of the company. He was trying to make his new team of 7 members consisting of top-level managers. All the members of the team were extremely determined to bring the success of the company, however, only one member, Randy, was only determined to interrupt the process. Randy did not take interest in the teamwork and the decision making that could reach consensus. He was of the view that brilliant ideas never come out from a team, rather it comes from brilliant individuals who then encourage others in the company to integrate them.
Teams and its decision making were going wrong in an organizational context in the following manner and there are mentioned dysfunctions below:
The five-point recommendation plans that can avoid the above dysfunctions and lead to the success of the team are as follows:
Kerns, C. D. (2019). Managing teamwork: A key leadership practice. Journal of Leadership, Accountability and Ethics, 16(1), 40-53.
Wetlaufer, S. (1994). The team that wasn't. Harvard Business Review, 72(6), 22.
The famous leader chosen is “Martin Luther King” whom I admire the most. He was one of the successful leaders on this Earth and has been inspiring millions of people and other leaders to thrive in a successful life. I am going to analyze Martin Luther using the six domains of leadership model. Leadership can be defined as the guidance and the inducement offered and directed by the manager or leaders to the people in the business or others. It concentrates on the formation of organizations; brings efficient changes to their structures, and supporting them in case of any external and internal obstacles. The six domains of leadership model entail the six aspects of the leadership namely ethical leadership, supportive leadership, contextual leadership, relational leadership, personal leadership, and inspirational leadership. All these aspects of leadership are interrelated with each other. The three domains namely relational, contextual, and personal are much involved in the successful execution of the other three. While the two of the remaining three namely supportive and inspirational, are built on the foundational domains to offer additional aspects of leadership. Besides, the sixth domain named ethical is built on all the other domains (Lind & Sitkin, 2015). These domains are described and analyzed concerning Martin Luther as follows:
Zeller, A. (2019). The authentic transformational leadership of Martin Luther King jr. Retrieved from https://sites.psu.edu/leaderfoundationsdobbs/2019/02/09/martin-luther-king-jr-an-authentic-transformational-leader/
Abeyagoonasekera, A. (2018). Authentic leadership of martin Luther king Jr. Retrieved from http://southasiajournal.net/authentic-leadership-of-martin-luther-king-jr/
Lind, E. A., & Sitkin, S. B. (2015). The six domains of leadership. Detroit, MI: Learning with Leaders.
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