Team-builder and a team player
As the selected Director of my organization, I have found that from the preliminary onset of this project there are problems and concerns that must be addressed. For management it is vital that a sense of purpose and direction be provided to all personnel. My initial concern is that without providing that direction my current employees and new hires will sense potential disorganization and disunity in the team. When speaking of purpose I am implying that we provide both the current employees as well as the new hires with the resemblance of a team which is dynamic, progressing, and forward-thinking.
This initial direction will layout the groundwork for showing each employee that there are opportunities, responsibilities, and positive rewards tied to each role. It is the intention of management to inform each employee that set practices, procedures, and policies are in place which can guide the career paths of each individual. In addition, direction constitutes effectively managing the unit and guiding aspects of the team and acts in the manner of a supervision practice. The initial project is to gauge the expectation level of the experienced employees who have been declined the role of director.
These employees are over attentive to my
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My concern is the retention of these experienced workers, because if they choice to pursue other company roles then their leaving will leave a gap in the knowledge base of my team. I will seek to attribute time to empowering these workers and encourage them to play a vital role in decision-making. These employees must be relied upon in the future handling and teamwork of my new hires. This theory has taught be that four leadership styles come into play and should be used in situations like this one. 1.
directive 2. supportive 3. participative 4. achievement-oriented Let me elaborate upon these styles. Based upon the directive style, the leadership component simply directs activities without regard for subordinate participation or opinion in the actual decision making. My overall perspective of this style is that it will create more animosity within my unit. Should I seek to instill general team unity, this style will falter my general plans and create more barriers between my experienced employees and myself.
Furthermore, the experienced employees are already feeling that my role is insignificant and this leadership approach would only further alienate them. Should I simply direct tasks, my subordinates will fail to approach me with concerns, problems, or requests for change. In turn, I will simply begin to assume that all work is progressing smoothly and be unable to anticipate any needs for change or how to manage that change should a problem or situation arise (Donnelley, Gibson, Ivancevich 1984, p. 403-411). The second style is a supportive role.
In this role, a leader is friendly and interested in team-building and direct interpersonal contact. For my own purposes, this will enable me to foster team spirit and recognition that each member is acutely aware that I value them as a team member. This will also ensure that they view my role as a team-builder and a team player. This will lead to a two-way conversation with my employees and tend to achieve effective face-to-face meetings which will result in regular feedback being given as well as received.
In addition, by being supportive I can show that it is my job to also give positive recognition of a job well done. My employees will tend to feel that I am confident in their skill-set and responsibilities. They will tend to see that I will mentor them in their roles and encourage them to learn from any mistakes. My supportive environment will show that I do believe in an employee’s autonomy by encouraging them to make decision on their own and learn from those decisions. This fostering will show my two previous members of staff that I do not believe in micromanaging and will slowly gain their approval.