scholarly journals How Follower Contribute to Team Success, Leadership Transformation and Organizational Excellence

2021 ◽  
Keyword(s):  
Leadership Style ◽  
Success Factors ◽  
Organizational Innovation ◽  
Team Leadership ◽  
Well Being ◽  
Organization Culture ◽  
Organizational Setting ◽  
Group Setting ◽  
Team Members ◽  
Team Success

Followers have typically been overlooked compared to leaders in an organizational setting but are a huge component of team success. A coach would not get “100 career wins” without the hard work of the team members on the field playing the game. A performer would not have the prosperity of a sold-out tour without the dedication of his fans. Followers are present in every group setting and are integral to the success of the team. They also play a part beyond supporting and following the leader. Followers’ engagement, relationships, and well-being directly affect the organization and leader.  This paper will further explore the meaning of a follower and leader, examine the follower-leader interaction and its effectiveness in a team, and the overall value followers contribute to team success. In addition, this paper will reveal the critical success factors to maintain healthy follower-leader dynamics, it emphasizes the important role of practicing mindfulness, creating assertive communication and engagement channels, creating a motivating, and learning organizational culture, and boosting critical thinking and brainstorming activities to generate new pathways to boost organizational innovation. This case analysis will further help illustrate how the behaviors of the followers can shape leadership style and exhibit the importance of team recognition to create a healthy follower-leader relationship. Keywords: Team leadership, Team dynamics, Followership qualities, Transformational leadership, Organization culture, Motivation, Organization change

Virtual Team Leadership, Operation, and Technology Deployment

2022 ◽  
pp. 165-181
Author(s):  
Anatoli Quade
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
New Technologies ◽  
Team Building ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Members ◽  
New Ways Of Working ◽  
Critical Success ◽  
Virtual Team Leadership

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

scholarly journals Inovasi Organisasi Saat Pandemi COVID-19 di Universitas Bhayangkara Jakarta Raya

2020 ◽  
Vol 1 (1) ◽  
pp. 25-30
Author(s):  
Tyna Yunita ◽  
Murti Wijayanti
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Organizational Innovation ◽  
Student Organizations ◽  
Organization Culture ◽  
Economic Downturn ◽  
Company Performance ◽  
Education Innovation ◽  
Innovation Leadership ◽  
The Relationship

The condition of the COVID-19 pandemic, which spread throughout the world, caused a massive economic downturn. The importance of education and training patterns that provide results that can be applied in the real world is the main target of education. Innovation leadership, both directly and through increasing strategic compatibility, significantly improves company performance. This study aims to examine the relationship between organizational culture, leadership style, and organizational innovation mediated by the COVID-19 pandemic. Research respondents are lecturers, and employees and students involved in student organizations. The results showed that the Organization Culture and Leadership Style mediated by the condition of Pademi Covid-19 there was a significant relationship to the Innovation Organization Keywords: Organizational Culture, Leadership Style, Pandemic COVID-19, Organizational Innovation Abstrak Kondisi pandemic COVID-19 yang menyebar di seluruh dunia, menyebabkan kemerosotan ekonomi secara massif. Pentingnya pola pendidikan dan pelatihan yang memberi hasil yang dapat diaplikasikan dalam dunia nyata merupakan target utama pendidikan. Kepemimpinan inovasi, baik secara langsung maupun melalui peningkatan kecocokan strategis, secara signifikan meningkatkan kinerja perusahaan.  Penelitian ini bertujuan menguji hubungan antara budaya organisasi, gaya kepemimpinan, dan inovasi organisasi yang dimediasi pandemi COVID-19. Responden penelitian merupakan dosen dan karyawan serta mahasiswa yang terlibat dalam organisasi kemahasiswaan. Hasil penelitian menunjukan bahwa Organization Culture dan Leadership Style dimediasi oleh kondisi Pademi Covid-19 ada hubungan signifikan terhadap Innovation Organization. Kata kunci: Budaya Organisasi, Gaya Kepemimpinan, Pandemi COVID-19, Inovasi Organisasi

Key account teams: success factors for implementing strategy

2015 ◽  
Vol 36 (4) ◽  
pp. 48-55 ◽  
Author(s):  
Christine Jaushyuam Lai ◽  
Betsy D. Gelb
Keyword(s):  
Success Factors ◽  
Strategy Implementation ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Communication Problems ◽  
Team Success ◽  
Key Account ◽  
Negative Comments ◽  
Sales Success

Purpose The purpose of this paper is to explore a contributing factor – communication – within a team as well as with a client. Organizations that rely on key account teams for strategy implementation may find their “best laid plans” thwarted by communication problems associated with such teams. Design/methodology/approach This paper is based on depth interviews and content analysis. The authors analyze what team members and team leaders say and count positive/negative terms about communication within teams and with clients. These counts of such terms as a proportion of interview length are compared to the actual team success. Findings Negative comments about communication within the team focus on difficulty and positive comments focus on support. Interestingly, however, the best indicator of whether a team has succeeded in selling its key account is the extent of negative expressions about communication from key account managers. Presumably, the structure of key account teams gives them an extra leadership burden, and the authors’ see a relationship between their perception of communication shortcomings and success or failure. Research limitations/implications The authors recommend investigating communication issues when strategy implementation depends on key account teams, but because this study is conducted using a qualitative method with one company, its results cannot be projected. The authors simply demonstrate what a company could learn from conducting its own study and comparing results to its sales success. Originality/value Little research has examined communication in key account teams or linked it to sales success.

Case Study Instrument Development for Studying Collaborative Design

2006 ◽  
Author(s):  
Jonathan Osborn ◽  
Timothy J. Troy ◽  
Gregory Smith ◽  
Joshua D. Summers
Keyword(s):  
Leadership Style ◽  
Collaborative Design ◽  
Team Leadership ◽  
Problem Definition ◽  
Background Information ◽  
Concept Generation ◽  
Team Members ◽  
Collaborative Behavior ◽  
Industrial Setting ◽  
Communication Modes

This paper outlines a research instrument developed to analyze the relationship between communication modes, leadership styles, and team composition. The instrument is a survey that captures this information from collaborative design team members. This information can be correlated with team success, and the productive characteristics can be encouraged in future groups. The survey was distributed and analyzed in small numbers, and first round recommendations and student feedback are gathered. The developed instrument gathers background information on the student, group, and project. The project itself was defined in four stages: Problem Definition, Concept Generation, Concept Selection, and Concept Expansion. The students were asked questions about the team leadership style based on the Vroom-Yetton Model. The students were then asked how often they used various communication modes (verbal, textual, and graphical) when communicating Peer-to-Peer, Peer-to-Group, and Group as a Whole. These questions were repeated for each of the design stages. The instrument was structured and refined in order to analyze the behavior of undergraduate design students. It is intended to provide researchers and educators a tool to evaluate and critique collaborative behavior in order to streamline the design process. However, the survey was formulated broadly enough to be used in an industrial setting with small changes in the format to accommodate more experienced designers. The analysis of the original distribution revealed that the survey should be broken down into four parts corresponding to the four design stages and administered longitudinally.

scholarly journals Team Well-being and Resilience Practices in Hospice and Palliative Care

2020 ◽  
Vol 7 (1) ◽  
pp. 33
Author(s):  
Glen Isamu Komatsu
Keyword(s):  
Palliative Care ◽  
Organizational Support ◽  
Success Factors ◽  
Well Being ◽  
Palliative Care Team ◽  
Care Team ◽  
Self Awareness ◽  
Team Members ◽  
Reflection Process ◽  
Over Time

High functioning, resilient teams do not happen by chance. Teams, similar to individuals, need to be educated, nurtured and formed over time, by a consistent vision and process.  With proper team formation, the compassionate care of patients, families and colleagues can be developed, modeled and reinforced. Self-compassion is another focus to help caregivers cope with the stresses of the work and mitigate against burnout. The primary intervention which will be discussed is a regularly scheduled reflection process, e.g. 30 minutes weekly or 90 minutes monthly, with a pediatric hospice team, an inpatient palliative care team and an outpatient palliative care team. The reflection process incorporates mindful meditation, journaling, listening exercises, individual and group reflection to encourage and practice self-awareness, self-reflection, greater emotional intelligence and leadership skills. Specific tools employed include the Search Inside Yourself © Program, books by various authors, selected music, videos and personal journals. Qualitative feedback from team members, patient, family and colleague satisfaction scores has been positive. Buy-in from all team members, initially, was difficult, but over time, all team members have recognized the value of the process and have incorporated the exercises not only in their work, but in their personal lives and other roles/jobs. Other key success factors are organizational support for time for this process and individual champions to develop and lead the reflective process. The workshop will include a demonstration of exercises used in team reflections with learner participation. 

E-Collaboration in Organizations

2011 ◽  
pp. 1227-1231
Author(s):  
Deborah S. Carstens ◽  
Stephanie M. Rockfield
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
Virtual Team ◽  
Work Team ◽  
Future Trends ◽  
Team Members ◽  
Team Success ◽  
Work Tasks ◽  
Computer Based ◽  
Team Concept

Organizations are shedding conventional work team structures in favor of virtual team structures that are increasing in popularity (Lee-Kelley, Crossman, & Cannings, 2004). Ecollaboration enables collaboration between individuals not constrained by geographical distance or time. The emergence of the virtual team concept provides organizations with an alternate approach to managing work and individuals that are geographically separated (Gatlin-Watts, Carson, Horton, Maxwell, & Marltby, 2007). An advantage of virtual teams is that organizations can tap into resources rapidly to create a specialized work team that acts like a team, works like a team but doesn’t look like a typical team because team members may not be co-located (Stough, Eom, & Buckenmyer, 2000). E-collaborative technologies such as computer-based conferencing systems are of critical importance to the success of a virtual team (Arnison & Miller, 2002). In the absence of water-cooler philosophizing, virtual teams rely on technology to build trust between team members, resulting in greater synergy and ultimately team success in carrying out work tasks (Arnison & Miller, 2002; Stough et al., 2000). The article focus is on technological and organizational aspects of e-collaboration occurring today and forecasted for tomorrow. The specific topics addressed are e-collaboration in organizations, e-collaboration in organizations of today, specific e-collaboration success factors and future trends of e-collaboration in organizations of tomorrow.

scholarly journals Research on Project Success Factors within the Construction Industry of Ghana: Evidence from Wide Horizon Ghana Limited

2017 ◽  
Vol 3 (5) ◽  
pp. 38-43
Author(s):  
Saviour Ayertey Nubuor ◽  
Xu Hongyi ◽  
Samuel Kwadwo Frimpong
Keyword(s):  
Construction Industry ◽  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Project Managers ◽  
Primary Data ◽  
Project Failure ◽  
Team Members ◽  
Wide Horizon

The purpose of this investigation is to identify the key determinants of project success within the construction industry of Ghana using Wide Horizon Ghana limited as a case study. A self-administered questionnaire is used to gather primary data from relevant stakeholders within the scope of the study. The results showed that project manager’s influence and leadership style, project team members’ coordination, availability of resources and funds, organizational success and client’s satisfaction as well as the completion of projects on time were the main project success factors in the industry. Negative influences from stakeholders among others were seen as factors that contribute to project failure. It is recommended that Construction project managers or leaders should pay more attention to these success factors to ensure project success or minimize the rate of project failure within Ghana and the West African sub-region.

scholarly journals The Moderation Role of Transformational Leadership between Human Capital and Organizational Innovation in Abu Dhabi Government

2019 ◽  
Vol 8 (3) ◽  
pp. 7216-7222 ◽  
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Success Factors ◽  
Organizational Innovation ◽  
Abu Dhabi ◽  
Transformational Leaders ◽  
Key Success Factors ◽  
Transformation Leadership

Transformational leadership with human capital, and innovation are key success factors for modern organizations. Effective leadership style that encourages innovation among human resources will add competitve advantage to the organization. The aim of this study is to examine the moderation role of transformational leadership between human capital and organizational innovation. To achieve this aim, this study adopted quantitative and a survey by collecting data from employees of public sector in Abu Dhabi. Descriptive and inferential statistics was used to analyses the quantitative data. The result of this study shows transformational leadership moderates the association between human capital and organizational innovation. This study is one of the first, to the best of the researcher’s knowledge to test moderation tole of transformation leadership in UAE. Therefore, the author recommends the leaders in public organizations in UAE to focus on the factors associated with human capital in particular knowledge, skill, and attitude of employees in order to improve the level of innovation in their organization. The outcome of this study revealed that, the vision of transformation leader is very important to achieve competitive advantage for organizations in UAE through encouraging human capital towards innovation in work and business. Thus, it is highly recommended to assign transformational leaders in UAE organizations to enhance innovation within workplace as one of the main characteristics of transformation leaders is supporting human capital towards innovation

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.

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