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Teamwork in an organization can be defined as the work to be done by a group of individuals who are cooperating to attain a mutual objective of the business. In the modern competitive business environment, working in a team is an essential thing that is to be given importance by the organizations to survive for the long term. It is a well-known fact that teamwork is more successful than a team done by a person as it includes the combined energies and talent of varied people. Leadership is also required in the teamwork to supervise the team effectively and efficiently. However, the dominant leadership is not preferred for the teamwork as it does include the members in the decision making of the business (Goyette, 2016). This essay discusses how team-working helps to obscure dominance in leadership.
Team-work and leadership styles are correlated with each other. There is a large role of leadership style in promoting teamwork. The leadership styles that are responsible for promoting the teamwork are transformational and participative leadership style. Transformational leadership can be defined as the style in which the leaders inspire their team members since they expect the best from everyone and ensure high productivity and engagement. The participative leaders also are effective in building effective teams with a similar configuration. These leaders work together for creating a satisfactory climate for the team and work to attain change aims. The participative style of leadership ensures more productivity and creativity in the team (Choi, Kim & Kang, 2017).
In a team, everyone is contributing equally to accomplish the assigned project however a leader is required just to guide the members for the success of the team. The leader must not be a dominant one as it can kill the teamwork. Dominant leaders are responsible for delegating the tasks and responsibilities rather than involve people in the decision making of the company. These leaders always focus on their ideas and thereby disregarding the expertise of other members (Nielsen & Moynihan, 2017). Thus, an effective leadership style must be there for team success. In the team-working, all members are given the tasks by their leader and since the leader is involving all of them in the decision making of business thus, dominance gets reducing and obscured in that way.
Team working involves an efficient leader who always influences the team to work for the achievement of the mission of the business. The leader has defined a vision and mission that he shares with its members so that they could know the mutual objective to be achieved. This mission enables the members to keep aside their egoistic nature and work for the common objective by cooperating. Leaders always work by collecting diverse information from the team members and consider all members’ views that make the environment less dominant. Moreover, an effective leader helps to build a positive environment by always motivating its team members and empowering the team (Rapp et al, 2016).
Dominance is essential to leadership. However, it should be utilized suitably to benefit all the members of a team rather than a single person. This can only be done by encouraging teamwork and team building that can further lead to building trust among all members of the team. Moreover, this may help the members to know about each other and they can reinforce their interactions with one another. All of this collaboration between them helps to obscure dominance. It is a fact that dominant people have characteristics like impatience, directness, self-confidence, assertiveness, and more. However, team working in a company can be the best way to hide these qualities of individuals with the help of effective leaders.
There are some benefits and components of the teamwork that obscure the dominance in the workplace and leadership. The five components of teamwork are expressive stability, directness, cordiality, extraversion, and meticulousness. The expressive stability further entails self-esteem and adjustment. Extraversion includes affiliation, expressivity, and social perceptiveness. Directness ensures flexibility in the team members for performing and taking decisions. Cordiality entails trust and cooperation elements that are the most important for the cohesiveness of the varied interest of the individuals in the team. Meticulousness includes components like achievement, dutifulness, and dependability. These traits are followed by each member in the group thus rather than being domineering or controlling in the teamwork, they are cooperative, adaptive, interpersonally expressive, sociable, and empathic. All these traits help eliminate the sense of dominance among the members and the leaders also. Furthermore, the dimensions of the teamwork can also help know the hidden dominance due to teamwork. These dimensions consist of flexibility, harmonization, communication, decision-making, interactive relations, common situational alertness, team management, and performance observing& feedback (Curşeu, et al, 2019).
The dominant leaders are those who follow the autocratic leadership style. Thus, these leaders must not be part of teamwork in the organization as they may hinder the performance of every member of the team. Moreover, the ineffective team is still dominated or ruled by some members of the group that leads to an unbalanced assessment of the input of members. In this situation, managers discount some viewpoints and consider particular members’ views that result in declining the morale of people and raise disappointment and downfall the entire aim of constructing a team. Therefore, it can be said that effective teamwork is important for more collaborative, participative, and respectful work. Besides, effective teamwork leads to eliminate dominance (Hanaysha, 2016).
It is the responsibility of an effective leader to encourage its team members to express viewpoints and share their notions. Leaders should not permit a particular team member to dominate the conversation. In this manner, ideas of diverse people are neglected and not considered by the management in the decision-making process. Therefore, there must exist effective teamwork that can lead to building trust among the members and hence leads to reduce the domineering nature of individual members of the team.
From the above essay, it can be concluded that effective teamwork leads to build trust and collaboration among the members and that further results in eliminating the dominance in the team. However, in the case of ineffective teamwork, there may arise conflicts of interest as it consists of some domineering elements in the team. Further, leadership plays an important role in teamwork as they may inspire and motivate them to achieve the common goals of the company. They help the team members in developing their decision-making skills, responsibility, vision concentrated mindset, more collaboration among the team, and more.
Choi, S. B., Kim, K., & Kang, S. W. (2017). Effects of transformational and shared leadership styles on employees' perception of team effectiveness. Social Behavior and Personality: an international journal, 45(3), 377-386.
Curşeu, P. L., Ilies, R., Vîrgă, D., Maricuţoiu, L., & Sava, F. A. (2019). Personality characteristics that are valued in teams: Not always “more is better”?. International Journal of Psychology, 54(5), 638-649.
Goyette, P. (2016). Teamwork in the Workplace: The Importance of Leadership. Retrieved from https://www.eaglesflight.com/blog/teamwork-in-the-workplace-the-importance-of-leadership
Hanaysha, J. (2016). Testing the effects of employee empowerment, teamwork, and employee training on employee productivity in the higher education sector. International Journal of Learning and Development, 6(1), 164-178.
Nielsen, P. A., & Moynihan, D. P. (2017). Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance. Governance, 30(4), 541-559.
Rapp, T. L., Gilson, L. L., Mathieu, J. E., & Ruddy, T. (2016). Leading empowered teams: An examination of the role of external team leaders and team coaches. The Leadership Quarterly, 27(1), 109-123.
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