Key roles of the leadership landscape

Abstract

A framework is developed, and validated, that provides an insight into the role of leadership in transforming a loose group into an effective team. In this context a loose group is defined as a number of individuals brought together to achieve a task, but with no further development undertaken. An effective team, by contrast, is one in which development of a supportive social structure has occurred, with each individual adapting his behaviour to optimise his personal contribution to the team. Four distinct leadership “key roles” are identified: legitimate, social, task, and macro, which lead to the identification of critical leadership issues that limit the speed with which loose groups transform into effective teams. This in turn enables specific recommendations to be made to assist individuals within a team to identify the key role they occupy, the importance of that key role relative to the others and the behaviours most appropriate to it. In the current research program the organisation studied was a multinational engineering company, engaged in the design, development and manufacture of rotating turbomachinery.

Views of Managerial Derailment From Above and Below: The Importance of a Good Relationship With Upper Management and Putting People at Ease1

“…Hence, managers are more successful if they have access to information from those above in the organizational hierarchy and feel they are working under a common set of values embodied by the organization and upper management. In fact, a strong upper management with a shared vision, mission, core beliefs, goals, and behaviors is needed for employees throughout the organization to work together to perform well (Jackson et al., 2003; Kakabadse, 2000; Sheard & Kakabadse, 2002, 2004).…”

Steps towards effective teamworking in Community Mental Health Teams

“…• Work in a cohesive, collaborative and co-ordinated manner to balance independence and positive internal relations (Onyett 1998) Model of clinical responsibility (Byrne et al 2006) and transform loose groups of individuals into a cohesive unit (Bartol & Martin 1994) • Invest time in building one-to-one and trust-based relationships with team members (e.g., by remaining accessible and open, listening actively, giving feedback, adhering to procedural fairness) (Sheard & Kakabadse 2002) • The main challenge is the balancing of operational management and professional autonomy (Byrne et al 2006) • Work with team members to resolve recurrent care problems, using a 'recovery' model that takes into account the stage of your team's development (Byrne & Onyett 2010) Sole use of administratively convenient but limited data may lead to workload inequities and team member burnout, anger and envy (Lankshear 2003 …”

Teamwork Within Mental Health Services in Ireland: Resource Paper

“…84(p7) It is a process that is best partly distributed throughout teams. 85 As goals are achieved through team members, there is a mutual interdependence of leader and led. 86 While the shared governance structure of mental health teams frees the clinical leader of many managerial responsibilities (e.g.…”

“…69(p59) On a social dimension, through investing time in building a network of one-to-one and trust-based relationships with team members (e.g. by remaining accessible and open, listening actively, giving feedback, adhering to procedural fairness), the clinical leader can build a community of trust 85 that is also characterised by personal support (for the leader) from team members. Such an environment of trust can lead to improved cohesion and morale, safety in participation and meaningful two-way communication (see Section 5.4).…”