Introduction
Teams are important separately and as a part of some project or organization. They create the dynamics of the progress and development or the lack of it in case of the poor leadership. This is one of the reasons why effective teambuilding and the presence of a good leader are critical to the well-being of any organization. Thus, the paper aims to identify ways an organization could build more effective teams, demonstrate traits of influential team leaders, and describe how to ensure team leads are exhibiting the characteristics of an effective team leader.
Building effective teams
Three specific ways can help an organization create more effective teams. The first step is to create an atmosphere where the members can have an honest dialog and clear communication. Only talking about the needs, problems and feelings can ensure trust between everyone and stimulate the working process. Another factor is encouraging people to suggest their ideas and embrace creativity without being judged (Fernald, 2021). Letting each participant know they are valuable and worthy will inspire them to invest more into the team and stay loyal. In addition, the organization should have a strong corporate culture with morals and ethics that imply respect and support towards each other. Thus, under these conditions will be easier to build effective teams in the organization.
Leadership Traits
Effective team leaders should possess certain traits to lead the team and successfully ensure its productivity growth. Firstly, the manager should relate to others, which is crucial for internal communication between the members (Bateman & Konopaske, 2022). The head of the group, for example, should be empathetic, listen to other people and try to understand them and their points of view. Secondly, scouting is the foundation of the personal growth and development of the leader (Bateman & Konopaske, 2022). It includes getting additional education and participating in seminars and events that are supposed to increase the qualification. The continuous learning and improvement of the skills will guarantee the team’s progress as the leader will become more experienced. Thirdly, the team leader should be persuasive and deliver a particular thought to the group (Bateman & Konopaske, 2022). For instance, when the head of the team suggests a new idea that is objective and will be beneficial, it is important to convince the others of it. Finally, influential leaders must empower and share their possibilities with subordinates (Bateman & Konopaske, 2022). For example, the leader should allow team members to participate in the decision-making process and have a voice in the discussion.
Evaluating Team Lead Performance
Ensuring that the team leader is effective and productive for the common well-being is necessary. The first sign is that all the members clearly understand their roles inside the team and precisely know what is included in their responsibilities. However, subordinates are motivated and have a vision of the goals the team is trying to achieve. Due to the flexibility and broader outlook, the leader knows how to motivate everyone individually and can find a personal approach (Fernald, 2021). The last sign is the liberal and democratic atmosphere among the team members that empowers them to speak and act in the framework of the team. When people voluntarily participate in the process, it indicates the leader performed well in the role.
Conclusion
Overall, having effective teams is critical for productivity and outcomes. Quality leadership can provide people with the opportunity to grow, express themselves and work together on the main objectives. When the head of the group is willing to listen to other members, share the power with them, and invest in self-improvement, then the performance of the team is rather significant and worthy.
References
Bateman, T., & Konopaske, R. (2022). M: Management (7th ed.). McGraw-Hill Education.
Fernald, D. H. (2021). Review of transforming teamwork: Cultivating collaborative cultures. Families, Systems, & Health, 39(2), 401-403.