Introduction
A variety of internal and external factors influence the state and effectiveness of any organization. Furthermore, joint influence of several factors is almost always different from the influence, exerted by these factors, when they are not active simultaneously. Such a phenomenon is called synergy or cooperative effect, and is widely used for the purposes of managerial and organizational science-related researches. Particularly synergy constitutes the basis for effective functioning of organization, where joint efforts of team members are always more beneficial for overall performance of the enterprise, while efforts, applied by each team member, do not tend to be so effective. In this regard particular role belongs to coordinated behavior and team members’ supporting each other. Good teamwork requires sophisticated leadership and careful management of employees’ diversity, so let us proceed with investigating different leadership theories and behavioural approaches, which are to be applied in this respect, and discuss the influences of internal environmental factors in order to apply this knowledge to practical situation within the enterprise under study.
Leadership theories
There are many theories, aiming at investigating the nature of leadership. Most wide-spread ones include so-called “great man”, trait, contingency, situational, behavioural, participative and relationship (or transformation) theories. We would also like to provide some leadership styles examples, which are being associated with each of the theories under study. “Great man” theory suggests that leadership is an inherent character trait (or capacity) of a person, which can either belong or not belong to him. According to “great man” theory, it is almost impossible to teach leadership skills, so that a person, who does not master leadership inherently, can become a leader. “Great man” theory of leadership is often compared with authentic leadership style. According to Bill George (2004), a well-known theoretician of leadership, authentic leader should exhibit the following qualities: understanding the purpose, practicing solid values, leading with heart, establishing enduring relationships and demonstrating self- discipline. (30-34) Authentic leadership is believed to emerge from particular life experiences, which help the leader understand his purpose and solidify his values.
As opposed to “great man” theory, behavioural theory is based upon the assumption that true leaders are being made, not born. Therefore, true leadership is possible only after a person acquires particular life experience and gets to know behavioural patterns, necessary to lead.
Trait theory considers that it is worth referring to leadership as being determined by a set of character traits, which are possessed by a person. The main aim of applying trait theory is to single out traits, which are shared by many leaders, so that those, seeking to become leaders, can take action to develop these character traits. Both contingency and situational leadership theories consider that the leadership in general, as well as predominance of particular leadership style stems from concrete situation, determined by a set of internal and external environmental factors. For instance, these theories claim that in one situation it is more appropriate to use democratic style of leadership, while others may require authoritarian leadership style.
Transformational theories are most often to be concerned with participation and leaders’ inspiring team members to participate in joint efforts, so that a common goal can be reached. Transformational theories are most often associated with participative leadership style. Democratic (participative) style of leadership is based on involvement of the followers and providing them with the opportunity to participate in the process of guiding and directing themselves. Real democratic leader keeps communication open, focuses on discussion and respects all the ideas and opinions of the followers. In his book “Leading Change: The Argument for Values-Based Leadership”(1996) James O’Toole argues that leadership based on values is far more effective than the one based on fear and the ones, aiming at directing, rather than serving (205).
Theory of leadership provides lots of tools, aimed at helping the leaders to develop groups. Tuckman’s four-stage model of leadership includes such stages as forming, storming, norming and performing. At the first stage of group development a leader gets busy with team building, aiming at creating a single team from diverse population. At storming stage different ideas are considered, and the issues, which appear with regard to the functioning of group, are being openly discussed. At norming stage a plan for action is being developed, while at performing stage the plan is being implemented. In terms of group development various internal factors, such as cultural, political, language and technological differences, are to be carefully considered.
Internal environment factors
Comprising teams of people with different background, cultural heritage and political views can be of great importance for making best use of synergy effect as teams, built in such a way allow using variety of experiences, possessed by members of team. Nevertheless, management of cross-cultural team or a tem, whose members do not share common views, requires significant efforts and careful attitude to such dimensions of differences as relations between team members (masculinity v femininity, power distance, amount of uncertainly avoidance), motivational orientation (long-term or short-term orientation).
Here we would like to pay specific attention to the issue of motivating multicultural teams as while motivating people with different backgrounds may encounter barriers in terms of project communications, so, for the leader it is crucial to establish common rules and shared values for the teams, so that they start considering team norms and values as more important ones as their own ones in terms of running the project. Value differences, which can stem from different aspects of differences across team members are likely to provide for value conflicts, such as individualism v collectivism, equality v hierarchy, pride v saving face, verbal v nonverbal communication, directness v indirectness. Values’ conflict can be also addressed with the help of developing team’s inner rules and values. Summing up we would like to once more emphasize the need to establish a well-functioning team-building system, so that teams are built, and normig is conducted with respect of differences among team members.
Overcoming the challenges
Tackling the issue of people’s lacking motivation to work in a team requires applying both motivation and team-building efforts. Increasing efforts, aimed at motivating employees, along with facilitating team-building is likely to require adopting participative style of leadership, which will allow employees feel that leaders are in need of them, and that they make contribution into mutual project. Participative style includes listening to team members in a concise and careful way, respecting opinion and ideas of each team members, as well as promotion of equal discussion of whatever issues, which arise in terms of team’s performance. Inspiring people to work in a team can be also reached with the help of special team-building efforts, aimed at sharing perspectives and experiences and planning contributions, which are to be made by every member to a team. At this stage it is also important to allow team members elaborate on rules and values, which are to be adhered to in terms of elaborating on the project. For the leader it is important to be convinced of the fact that each member to a team can fully participate in the processes of ice-breaking and working out rules and values of the team, so that they can be really shared. Furthermore, in terms of further teamwork it is still worth facilitating non-formal communication among members in spare time, so that they can communicate in a freer and more open way at work and enjoy working together.
Conclusion
For the purposes of this assignment we have researched into leadership and behavioural theories, considered group development process and the influence manager can have on internal environment, and applied the knowledge we gained to concrete case under study, helping the manager to inspire employees work together.
References
O’Toole, J. (1996). Leading Change: The Argument for Values-Based Leadership. New York, NY: Jossey-Bass Inc. Publishers
George, B. (2004).The journey to authenticity. Leader to Leader Journal, No 31.29-35
