To make a successful team, a number of basic characteristics have to come together within the team. Team members have to essentially keep individual actions in consonance with the group targets and the role of each member should contribute to the collective success of the team. Ill-coordinated efforts between team members may cause the team to fail as a whole. (Van Knippenberg, 2017) A leader gives a direction to the whole team and makes sure that all the members function in a way that no friction is caused among team members. A leader has influence on a majority of items that ultimately effect team performance, such as- cognitive development of members and of the team as a whole, motivational development, co-ordination among members, working environment, organisational skills and team characteristics. A team leader can either make a good team or break it.
There are crucial qualities that must be possessed by a team leader to steer the team towards success are (Maduka, Edwards, Greenwood, Osborne & Babatunde, 2018):
Even after having all these qualities in an individual, they often fail as the team leader. Some of the practical issues that are faced- the team leaders are often chosen from among the team members. This creates a sense of resentment among the other members and they refuse to acknowledge the orders and suggestions of the team lead. This in turn results in declining performance of the team. On the other hand, since the leader was a part of the team earlier, he tends to have the knowledge about the specific areas of specialization of each team member which helps him to assign the work.
Given an opportunity, the author believes that people learn more through experience than through theoretical books. Thus, an open atmosphere shall be created and each member can share their experience with other members. (Koeslag-Kreunen, Van den Bossche, Hoven, Van der Klink, & Gijselaers, 2018) This will create an atmosphere of openness and members shall be comfortable around each other to share issues and help in times of need. This is the highest form of co-operation that may be achieved within a team.
Koeslag-Kreunen, M., Van den Bossche, P., Hoven, M., Van der Klink, M., & Gijselaers, W. (2018). When leadership powers team learning: a meta-analysis. Small group research, 49(4), 475-513.
Maduka, N. S., Edwards, H., Greenwood, D., Osborne, A., & Babatunde, S. O. (2018). Analysis of competencies for effective virtual team leadership in building successful organisations. Benchmarking: An International Journal.
Van Knippenberg, D. (2017). Team leadership. The Wiley‐Blackwell handbook of the psychology of team working and collaborative processes, 345-368.
Burke, C. S., Shuffler, M. L., & Wiese, C. W. (2018). Examining the behavioral and structural characteristics of team leadership in extreme environments. Journal of Organizational Behavior, 39(6), 716-730.
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