Team Communication and Leadership


Working in a team is not as easy as it may seem. Many people have experienced this in several workgroups where no one seems to listen to the other, or a few members just will not contribute anything. In essence, for a group to work effectively, each individual must take ownership and responsibility. This starts with each person being accountable for their goals. They could set goals that can help them perform their section of the tasks effectively. Also, they should not wait for someone else to monitor them or ask them to do something but do it of their own volition. If everyone in a group does so, there will be less strife in the teamwork. Each team also needs to have clear communication paths. This can help remove grey areas in any communication in the group. One would not want a situation, for example, where no one did something because they thought someone else would do it. Authentic communication makes people feel included and brings the team together.


Teamwork tends to be a word used a lot in professional spaces. Teamwork can be described as the collaborative exertion of individuals to attain a common objective in the most productive way. Cooperation among members, empathy, and even criticism is all part of teamwork. Building a team, though, is not always easy and it needs one to be thorough to ensure productivity. Teams are born through collaborative efforts that are often speared by the leader. Through some circumstances, a group of people finds themselves together, and they sometimes end up developing a rapport, though this is rare. A great team is born when there is a conscious effort from each individual to build the team; when everyone is open and contributes as much work as possible to make the team succeed. At times, it may call for decisions that compel an individual to prioritize the team’s needs first and theirs last. All in all, when the team is born, it will always need to be nurtured.

Working with new people has a way of motivating people to leave their comfort zones. We are inclined to lean into familiarity as human beings. When people meet their team members for the first time, they want them to like them and seem helpful. Team members need to be honest with each other from the beginning of their interactions which helps set a pattern for the future. They should also be open to each other’s differences both in ideologies and experiences (Savaneviciene & Girdauskiene, 2020). The differences between individuals in a team should be seen as assets. It is not always advantageous to a team if all insight comes from one person. Great leadership helps individuals grow and makes them feel empowered. The leader is in a position he or she can nurture others and be impactful. There should also be an emphasis on leadership without a title. Everybody should feel empowered enough to lead and show others the way.

There are different types of leadership namely transformational, transactional, and situational leadership. Situational leadership refers to flexible leadership, where a leader will always change their leadership style depending on the work environment and the circumstances. Transactional leadership is quite linear and refers to leadership that is highly dependent on the structure and self-motivated followers. It uses penalties and rewards as a measure of effectiveness. On the other hand, transformational leadership aims to bring change to individuals and the team (Giudici & Filimonau, 2019). A transformational leader works with the team to discover the areas where change is needed and inspires them to work towards the transformation. It is the ideal leadership style as it is aimed at impact. Both the leader and the individuals share a vision that they work toward together. The leader seeks to push the members beyond what they thought was their limit. This sense of working together helps individuals hold each other accountable, increasing morality and a sense of responsibility.

According to Belbin’s team roles, having a team is not just about having a group of people with job titles (“The Nine Belbin Team Roles”, n.d.). There are roles that each member has in the group. Some of the roles include implementer, coordinator, and team worker (Oskarsson, 2017). Understanding different parts of a team allow for introspection as one can determine their strengths and weaknesses. It also helps one analyze their reactions to situations, so they take charge instead of allowing things to happen to them. It also allows for empathy as learning about your team members’ weaknesses helps you understand them better, and you are more equipped to help them improve. A leader should follow the SCARF model to ensure members understand their thought processes (Savaneviciene & Girdauskiene, 2020). Following the SCARF model increases team success as the individual can take suggestions and criticisms better hence increasing productivity.


In conclusion, a good leader finds ways to motivate their team. One way would be applauding a team member in public when they have done an excellent job. This boosts their confidence as they see their hard work was not in vain. Leader should prepare their followers for leadership through motivation and mentorship. They should delegate duties to their followers instead of trying to do everything themselves hence the members feel trusted and appreciated. Another way to motivate your team as a leader is to provide them with incentives. One would not want overpraising of a member to cause resentment or criticism to stop a team member from seeking the leader’s guidance.


Giudici, M., & Filimonau, V. (2019). Exploring the linkages between managerial leadership, communication and teamwork in successful event delivery. Tourism Management Perspectives, 32, 1-8. Web.

Oskarsson, G. (2017). Division of teamwork among university students: The impact of an advanced peer evaluation tool based on Belbin team roles. The Business & Management Review, 8(4), 122.

Savaneviciene, A., & Girdauskiene, L. (2020). Leadership in ensuring positive socio-psychological experiences of employees. In International Conference on Applied Human Factors and Ergonomics (pp. 629-635). Springer, Cham.

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