scholarly journals A STUDY ON INTERREALTIONSHIP OF LEADERSHIP STYLE OF TEAM LEADER, CONFLICT RESOLUTION STYLES OF TEAM MEMBERS AND TEAM EFFECTIVENESS

2018 ◽  
Author(s):  
Anishka Chugh
Keyword(s):  
Conflict Resolution ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Team Leader ◽  
Team Members ◽  
Conflict Resolution Styles

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

A Study on Conflict Resolution Styles Employed by Theory-X and Theory-Y Leaders and Perceived Leader Competence

2002 ◽  
Vol 6 (2) ◽  
pp. 81-86 ◽  
Author(s):  
Nurdan Ozaralli
Keyword(s):  
Conflict Resolution ◽  
Leadership Style ◽  
Conflict Resolution Styles ◽  
Conflict Situations ◽  
Managerial Competence ◽  
Conflict Resolution Strategies ◽  
Low X ◽  
Theory Y ◽  
Theory X ◽  
Resolution Strategies

The purpose of this study is to find out which conflict resolution strategies are preferred by Theory X (autocratic) and Theory Y (democratic) leaders in conflict situations. A sample of (n = 150) MBA students who work assessed their superiors' conflict resolution behavior by Howat and London's (1980) Conflict Resolution Strategies Instrument which identified five conflict resolution strategies – Confrontation, Withdrawal, Forcing, Smoothing, and Compromise. The students also assessed their superiors' leadership style on a scale as Theory X (autocratic) and Theory Y (democratic) leaders, as well as their effectiveness as leaders. In this study, mostly preferred conflict resolution strategies employed by autocratic and democratic leaders were identified. The findings of the study pointed out that High-X leaders were more confronting and forcing in resolving conflict compared to Low-X managers. Besides, they withdrew less from conflict situations. High-Y leaders, on the other hand, use confrontation, smoothing, and compromising styles in conflict situations significantly more often compared to Low-Y leaders. They use forcing and withdrawal less than Low-Y leaders. The three conflict resolution styles—confronting, compromising and smoothing were found to be good contributors of managerial competence. In addition, as managers were evaluated high on the Theory Y scale, the managerial competence perceptions of employees and their satisfaction with their supervisor increased.

Teams That Work

2020 ◽  
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Team Effectiveness ◽  
Team Member ◽  
Team Leadership ◽  
Team Leader ◽  
Evidence Based ◽  
Improve Performance ◽  
Team Members ◽  
Senior Leader ◽  
Growing Body ◽  
Shared Cognitions

Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

Effects of transformational and shared leadership styles on employees' perception of team effectiveness

2017 ◽  
Vol 45 (3) ◽  
pp. 377-386 ◽  
Author(s):  
Suk Bong Choi ◽  
Kihwan Kim ◽  
Seung-Wan Kang
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Distributed Leadership ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Team Members ◽  
Multiple Regression Models ◽  
Insurance Firms ◽  
Vertical Leadership

Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness.

Managing the Era of Multi-Cultural Leadership

2018 ◽  
Vol 11 (1) ◽  
Author(s):  
M. Rahul ◽  
R. Ganesan
Keyword(s):  
Work Environment ◽  
Leadership Style ◽  
Work Experience ◽  
Cross Culture ◽  
Cultural Leadership ◽  
Team Members ◽  
Diverse Workforce ◽  
The Difference ◽  
The One ◽  
Global Arena

Leaders in the global arena are the one who face the challenges never seen before, while coordinating work and managing relationship between team members coming from varied ethnic groups. Globalization has undoubtedly opened up endless growth opportunities for both, businesses and individuals, by collaborating with each other, but with certain inherent challenges. These challenges are the difference in the cultural background of the team members, which gets predominantly reflected in their behavior at workplace too. The cultural differences exist primarily due to differences in shared values, which form the basis for difference in perception and practices of decision making by an individual (Hofstede, 1980). Juana Bordas has rightly described that any business that fails to adapt their leadership style aligning with multi-cultural approach will find it difficult to thrive in a more colorful world. Leadership style has witnessed various facets of changing work environment that has demanded from leaders to modify their approach to adapt along and be effective and survive in the ever-changing environment of business (Bordas,2007).A cross-culture leader plays a significant role in knitting the diverse workforce into an efficient team; which requires a leader to very well understand the various dimensions of culture. This understanding of the leader enables him to learn about blending of leadership styles to address the challenges of such work environment. This paper is an extended work on 'Leadership in Cross-Cultural Environment – A Comparison of Asian and Non-Asian Managers' (Rahul and Ganesan, 2015). The extended research study has identified that enhanced work experience of cross-culture leaders enables them in effective team management, than the rise in designation, as it results in creation of hierarchical distance between the leaders and subordinates.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. Findings – Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team. Research limitations/implications – The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results. Practical implications – The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

scholarly journals Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

2016 ◽  
Vol 10 (4) ◽  
pp. 95 ◽  
Author(s):  
Jeffrey Lawrence D'Silva ◽  
Adriana Ortega ◽  
Abdul Hadi Sulaiman
Keyword(s):  
Team Effectiveness ◽  
Meta Analysis ◽  
Task Interdependence ◽  
Task Conflict ◽  
Personality Factors ◽  
Team Members ◽  
Information And Communication ◽  
The Subject ◽  
The Given ◽  
And Task

<p>Undeniably working in teams are important as tasks are getting more complicated and advanced as a result of globalization and the speedy growth of information and communication technology. This calls for effectiveness from team members to complete all interdependent sub-tasks to ensure that the given tasks achieve its’ desired objectives. During the process of implementing the tasks, teams are poised to face conflicts that may derail the completion of tasks. The focus of this paper is to examine the influence of personality factors and task interdependence on task conflict and team effectiveness. A meta-analysis on past studies was carried out to gather data on the subject matter. The input obtained will be pertinent for future researchers in further understanding the complexities associated with task interdependence and personality on task conflict and team effectiveness.</p>

scholarly journals STUDENT PERCEPTIONS AND USE OF AN INVENTORY TO FACILITATE LEARNING OF INDIVIDUAL TEAM-EFFECTIVENESS

2013 ◽  
Author(s):  
Patricia Kristine Sheridan ◽  
Doug Reeve ◽  
Greg Evans
Keyword(s):  
Student Perceptions ◽  
Team Effectiveness ◽  
Energy Systems ◽  
Engineering Science ◽  
Engineering Student ◽  
Web Based ◽  
Team Members ◽  
Course Content ◽  
Graduate Attributes ◽  
Communication Competencies

Team-based projects have become a common method of modeling real-world experience and meeting required graduate attributes in engineering. In these projects, much of a student’s grade is attributed to work produced by an entire team, creating a need for instruction on how to work effectively as team members in addition to course-content instruction. A web-based tool is in development to create a virtual environment in which students can learn about and improve their individual team-effectiveness competencies through self- and peer-assessments. Framed as a guided reflection, these assessments are facilitated using an inventory which identifies 18 competencies along three aspects of team-effectiveness: Organisational, Relational and Communication competencies [1]. The inventory assesses observable behaviours that translate to specific levels of competency so as to provide a foundation for normalized self- and peer-assessments, as well as provide examples of how to improve. A study to assess student perceptions and use of the inventory was conducted in the Fall 2012 term in two upper year courses. The first course was a third-year course on energy systems that is required of all students in the Energy Option of Engineering Science and the second a fourth-year engineering leadership course which any engineering student can select as an elective. The objective of this study was to determine if students in a required engineering course perceived and used the inventory differently than those who self-selected into an engineering leadership course.

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