What appears to be the key elements of team effectiveness? In particular consider the importance of leadership in teams and reflect critically on your own leadership

Effective team working is an essential ingredient for organisational success. Successful teams can help transform an organisation, increase outputs and deliver on organisational objectives.
Gorman (1998) argues that the composition of teams, how they work together, how they are motivated and the quality of leadership within teams are just some of the elements that contribute to making a successful organisation. However it has been said that effective teams are not a natural phenomenon (Mcshane &Tavaglione, 2007). In conformance with the last statement a team is said to be a group of two or more people who influence and interact with one another, perceive themselves as a social entity within an organisation and who work towards, and are mutually accountable for, achieving shared goals associated with organisational objective (Mcshane &Tavaglione, 2007).

This essay will discuss the key elements of team effectiveness; will then consider the importance of leadership in a team linking theory with practice, by critically analysing my own leadership. Drawing on researches, theories and models of team work/ leadership and government initiatives.

The key elements of team effective describe in Adair’s team development model (Adair, 1973) shows us a set of three overlapping and interacting areas of need which is a simple leadership and management model which incorporates the essential element of team effectiveness. The most important elements are goals, Roles, interpersonal relationships and process and procedures (Adair, 2011).Interpersonal relationships are the glue that creates trust, collaboration and connection within the team. Blunden (2002 ) points out that our ability to connect, interact, net work, work with, persuade, listen engage, serve, pay attention and get to know others are vital tools in a team. Furthermore process and procedures are rules which govern behaviour and expectations and the consequences when standard are not met (Adair, 2009). However, some school of thought believes that providing members of a team with the opportunity to learn, stretch their skills and knowledge, as well as giving them authority and autonomy to achieve the team’s goals and objective are vital elements of team effectiveness (West, 2004).
Appendix 1

West (2004) stress that for a team to perform at is utmost best it is important for the team to have clear team goals with inbuilt performance feedback, he also stresses further that where people are set clear targets at to aim at their performance is generally improved. However, Locke and Latham (1991) cited in West (2004) states that goals can only function as a motivator if accurate performance feedback is available. I concur with the above statement because I was able to see the practical example of how effective accurate feedback worked in a team I worked. Our manager used the two way communication approach within the team, she was willing to offer constructive and reasoned responses (Gully and Dallas, 2010).This motivated the staff members, improved patient care and have impacted on my own leadership. Hence, I try to give timely and reasoned feed back to my team and listen carefully to the feedback I get from the team. Adair (2007) explains that the more accurate the feedback is, the more likely a team improves its performance.

Mcshane & Tavaglione (2007) expound the notion that clearly define roles makes sure that every person on the team has the opportunity and obligation to contribute this resonates with the Tuckman’s forming, norming, performing and adjourning model of team development. Tuckman explains that these phases are all important and inevitable for teams to be effective, the storming stage is said to be where the team members compete for various team roles and form coalitions in an attempt to influence team goals and behaviour (Allan Chapman, 2013). Belbin in line With Tuckman’s theory, identified the importance of establishing roles within teams, designated during the storming stage of team development. He attest to the fact that define roles provide the members with voice and responsibility in regards to working towards goals, and comfort in the sense they can identify their place within the team. Roles aid providing structure to team activities which Belbin has outlined in his team role theory, which consists of nine roles derived from specific personality Characteristics. Belbin emphasised that, people have a natural preference for a particular role and that all 9 roles must be engaged for team effectiveness (Davidson et al 2009)

In hind sight Belbin’s theory has been used by my manager she got to know us, studied our characters, strength and weaknesses. She was interested in the personal needs of each person in the team thereby gaining the knowledge of what motivates each individual.
As such, she was able to use round pegs to fill round holes always keeping one eye on the future of the team (Gorman, 1998). Conversely the timing of the different stages has been debated by OB theorist with Gersick’s punctuated equilibrium model is becoming more popular as an alternative to Tuckman’s model. Instead of 5 stages Gersick propounds the theory of 2-3 stages, slow first phase, transition period and final phase (Karriker, 2005). See appendix 2a&2b Davidson et al (2009) found that both Tuckman’s and Gersick’s models have received a lot of support; with Belbin’s theory of team roles applicable to both; It is important to note that all three theories have received criticisms too. On one hand the three theories promotes team effectiveness, through initiating structures, a degree of direction, cohesiveness and opportunity for interchangeable leadership. On the other it has been suggested for the above elements to succeed within teams, managers will have to be willing to make contextual concessions to support each stage of team development and the need of each role (Davidson et al, 2009).They emphasised that human process are frequently characterised by variability and flux therefore ‘stages ‘ may be missed out.
See appendix 3a &3b

The above elements of team effectiveness and theories may/may not succeed, dependent on the interpretation of a team leader. Hence the benefit of an effective team leader cannot be over emphasised

Appendix 1

Action-Centred Leadership Model (Adair, 1973)

His famous three circle diagram is a simplification of the variability of human interaction, but is a useful tool for thinking about what constitutes an effective leader/manager in relation to the job he/she has to do. The effective leader/manager carries out the functions and exhibits the behaviours depicted by the three circles.
Situational and contingent elements call for different responses by the leader. Hence imagine that the various circles may be bigger or smaller as the situation varies i.e. the leader will give more or less emphasis to the functionally-oriented behaviours according to what the actual situation involves. The challenge for the leader is to manage all sectors of the diagram

Appendix2a&b
Tuckmam and Belbin

Appendix 3a

Gersick’s Punctuated

The central proposition of punctuated equilibrium embodies three concepts: stasis, punctuation and dominant relative frequency (Eldridge and Gould, 1972). Stasis refers to a long period of relatively unchanged form; punctuation is radical change over a short duration; and dominant relative frequency is the rate these events occur in a particular situation. Punctuated equilibrium was developed as an alternative to phyletic gradualism, which stresses consistent, cumulative changes to species.

Appendix 3b
The OB Theorist

Conclusion

However the rationale for writing this piece of work is for me to gain more insight and understanding in to my own style of leadership and what works and what needs to be changed