Define the key features of effective team performance
Being a great team leader is not about being the best, it is about working together as a team, finding out what each individual strengths and weaknesses are and working together to create success. Effective team performance can be summed up by Ken Blanchard’s mnemonic “perform”
P. Purpose & Values
E. Empowerment
R. Relationships & Communication
F. Flexibility
O. Optimal Performance
R. Recognition & Appreciation
M. Morale
1.2. Compare the models used to link individual roles and development with team performance
There isn’t only one accepted model for turning individuals into high performing teams. There are four more popular models that are used to improve team performance, which include Tuckman’s Stage Model, Hackman’s Inputs-Processes-Outputs Model, Lencioni’s Five Dysfunctions of a Team, and Curphy and Hogan’s Rocket Model. Although each of these offer a unique insight into team building, The Rocket Model has more advantages over the others.
Tuckman’s Stage Model. Tuckman noted that groups without any leadership seemed to go through four phases: forming, storming, norming, and performing. Groups do not become effective until they reach the performing stage. The model provides advice to leaders for helping groups transition through the four phases. Although these phases can readily be seen in volunteer groups, they rarely occur in corporate settings since work groups are usually brought together for some purpose, have better defined roles, and have some sort of pecking order.
Hackman’s Inputs-Processes-Outputs Model. According to Hackman, inputs are the raw materials available to a group or team, and include team members, raw materials, equipment, etc. Processes are the procedures or systems team members use to do work, and outputs are the end products. The inputs-processes-outputs model is based on sound research, but is too vague to be of much use.
Lencioni’s Five Dysfunctions of a Team. Lencioni developed a team stage model that includes: (a) absence of trust; (b) fear of conflict; (c) lack of commitment; (d) avoidance of accountability; and (e) inattention to results. The model provides some useful insights into team dynamics, but is not based on sound research, and although it seems to make intuitive sense, in many cases it is simply wrong.
Curphy and Hogan’s Rocket Model. The Rocket Model capitalises on the advantages of the previous frameworks in that it is based on research from hundreds of teams and provides sound, practical advice for improving group and team performance. The Rocket Model consists of eight components, which include context, mission, talent, norms, buy-in, power, morale, and results. Context concerns gaining team member agreement on the challenges facing the team; mission is setting team goals and benchmarks; talent focuses on the number, roles, and skills of team members; norms pertain to the rules by which team members operate; buy-in is all about fostering employee engagement; power concerns acquiring needed authority and resources; morale pertains to the level of team esprit-de-corps and conflict, and the accomplishments attained fall in to the results component.
2 Know how to support team development
PLACE THIS ORDER OR A SIMILAR ORDER WITH NURSING TERM PAPERS TODAY AND GET AN AMAZING DISCOUNT
