Teams have a vast capacity to drive an organization beyond its boundaries. When managed well, teams stimulate creativity and innovation, make an organization more adaptive to market forces, and tap into a firm's intellectual resources to drive breakthrough results. Building and Leading High Performance Teams enables you to manage team dynamics in a manner that establishes a productive work environment, delivers high performance, and fosters creative ideas. Introduction
Taran Swan’s case study gives a insight on the effectiveness of leadership style, working relationships between the teams. This case also gives us qualitative information on challenges behind assembling together a culturally diverse team & drives them towards excellence.
We have discussed in detail the effectiveness of her leadership style, the organizational culture she has thrived to cultivate & a detailed analysis behind the decision making process to get the business managed efficiently despite of her physical presence in Latin America.
We have initiated the case study with a brief flow chart of the decision making process as follows:
Flow Chart – for Swan’s Decision Making
Sequence of event and Decision making process
What should Swan do now that she has to return to New York?
At the end of the spring of 1998, Swan was proud of the great potential of her tem. As successful leader in today's global world, she was planning to compliment and thank them for a job well done, which will motivates everyone of them to work harder and smarter. The last two years were big challenge for Swan. She passed successfully all steps building the best team in LA as continuously provide guidance, support, encouragement and motivation to every team member.
Just before her speech on the Town Hall, she found herself facing another challenge – leaving the successful team…leaving the major projects that could make or break the channel future…and deciding the future team leadership. Before anything else, Swan must decide quickly “would she have to adapt her style and working relationships?
If she should appoint an interim director during her absence and if so whom?
To be sure that she is taking the best decision she needs to ask herself the following questions:
1. Is there someone else who has the necessary skills, talent or expertise to replace her? 2. Does appointing an interim director provide an opportunity to grow and develop another person’s skills? 3. Is this a task that will recur, in a similar form, in the future? 4. Does she have enough time to delegate the job effectively? 5. Is this a task that Swan should delegate?
The answers of these questions are given to us by the prominences of her leadership style, which are as follow:
1. Swan inspires others full potential. Her people are feeling stronger, happier, confident and committed. 2. She delegates responsibilities for results by pick up the right people, match them to the right jobs, achieve mutual clarity on the desired results and let them do their job. 3. Let her people do their work. Do not micro manage the team and letting them breathe, grow and achieve success! 4. Provides freedom and empowerment opportunities as her people feel liberated and empowered. She matched the right/best person with the right job and has created the conditions for exceptional performance and success. 5. Swan expects success! She projects a positive attitude no matter how distressing the external situation may appear.
The above is proving us that Swan will delegate her leadership to an interim director. Delegation will help her make the best use of her time and skills and it will help the other person in the team grows and develops his/her full potential in the organization as its future leader.
The second dilemma for Swan:
Who is the right person to be appointed as interim director?
Going back to her leadership style we will definitely be sure that...