The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility. The leader/manager should also be aware of the skills or weakness within the team and be able to provide support were necessary and also utilise their strengths. Training and support will enable staff to improve performance, develop confidence and lift spirit within the team. A leader should encourage any conflicts to be resolved through healthy, professional confrontation and willingly and openly negotiate necessary changes. Effective leaders are a bit like cheerleaders for the team, they encourage and support members who are committed and actively with their teams and engage those members who aren’t participating.
Bruce W. Tuckman (1938) is best known for his article ‘developmental sequence in small groups’ published in 1965, his areas of expertise are educational research and educational psychology. The model most often referenced is Tuckman’s forming-storming-norming-performing. This model does suffer some criticism due to its generalisation and not all groups are so straight forward.
Belbin’s Team Roles are used to identify people’s behavioural strengths and weakness in the workplace. This information can be used to: •
Build productive working relationships
Select and develop high-performing teams
Raise self-awareness and personal effectiveness
Build mutual trust and understanding
Aid recruitment process
The team roles that Meredith Belbin identified are used widely in thousands of organisations all over the world...
Please join StudyMode to read the full document