Management Performance And Behavior: Tips On Effective Team Leadership

Assessment Requirements

W1

1. The benefits of key performance indicators (KPIs) in a business include:

• Providing reliable information on the performance and the nature of the employees performing a task (Toegel & Barsoux, 2016)
• Enabling comparison between diverse entities where applicable
• Enabling people to benchmark their performance
• Providing information for the reasons of planning and policy
• Contributing to any responsibility
• They enables employees and employers to envision what must be done to improve the business
• Educating every member of an organization on how to develop a strong team approach to a business when determined by a company
• KPI with the help of performance dashboards can help the company to analyze the cause of the shortcoming and assist the staff to quickly correct the situation(Chandler, 2016)

1. Samples of revenue and expenses KPIs.

Expenses KPI

Revenue KPI

When there is no leadership and decision making ability in a team, the team is deemed to:

• Make wrong decisions that may affect the general performance of the team
• Lose confidence in his ability to lead and top talent may be lost along the way
• Lose forecast and trust in their leader, hence resulting a disconnect
• Lack sense of direction (Chandler, 2016)
• Waste a lot of time without achieving much of the intended goal
• Find hard time in solving conflicts or disagreements among themselves
• Go beyond their level of authority that might result to political problems and turf wars

Question 1

In cases the team is not agreeing, the strategies that one should take to know whether he or she understands an issue include:

• Focusing on facts – strong argument uses facts not opinion.
• Not getting personal – getting personal is something one need to avoid when disagreeing with someone specifically in professional environment (Yu & Zellmer-Bruhn, 2018).
• Recognizing the good – rarely does a suggestion so bad that one cannot find good hidden in it.
• Remembering to listen – disagreement of completely turning one another out is never productive.
• Using first person statements – using I statements when disagreeing with another person is just a way of showing argument is not a personal attack.
• Knowing to move on – agree to disagree is always accepted.

Question 3

Team can benefit from writing down their issues and then share them as a way of clearing the air if emotions are high. It is because considering the facts, beliefs, assumptions, and decision that result to positions of other people can help the team to better understand such positions. It will also help in gaining agreement within the team on which techniques is the best for each position and viewpoint.

Question 6

The feedback is given to the key leader on face-to-face basis. An example of a positive feedback is one that says “the decision you made is horrible and it is going to fail terribly”. On the other hand, a positive feedback is when one reports that “the decision you made should have been inclusive because many people are complaining about it; please consider revisiting”

I would prefer to receive feedback on face-to-face. This is because when one meets you in person, he or she will explain the facts and solutions in which such information can be used in a constructive manner (Suk Bong Choi, Kihwan Kim & Seung-Wan Kang, 2017).

Question 14

From the previous question, give an example where you have seen, or didn’t see, the distinction between leadership and management and how the result did or could have been improved.

An example that cannot show the difference between a leader and a manager is that a manager can also be a leader when he gives instructions and how something need to be implemented. On the other hand, when a manager gives out rewards, he or she will be acting as a motivator, which is considered as the function of a leader.

Question 20

Personality types can influence team dynamics if the leader approach in decision-making is from a more analytical and reasonable point versus a people-oriented and values-based viewpoint (Suk Bong Choi, Kihwan Kim & Seung-Wan Kang, 2017). Personality dynamics is when an individual wants to discuss a strategic issue with a team to develop solution as compared to first, reflect on it before contributing his or her ideas to them.

Question 21

I will use the following three steps of conflict resolution to prepare myself to deal with a conflict that has arisen with my team.

1. Getting the facts by identifying the problem and checking current situation. In can do this by having a brainstorming session for the group, the team can meet and talk freely. The outcome of the session should identify the problem, when it happen, and how it happened.
2. Create a range of solutions, then weight and make a decision. By getting at the root course of the problem and stopping it will help me to prevent the problem from happening again. This will involve checking the people and all other things that contributed to the cause of the problem (Yu & Zellmer-Bruhn, 2018). After realizing the cause, I will then make a decision.

• Take action that may result to change in how things are done. I will have to develop an action plan that will involve talking to the team to let them know that there is going to be change, when the change will take place, and what they will need to do in future to avoid reoccurrence of such problem.

References

Chandler, MT 2016, How Performance Management Is Killing Performance—and What to Do About It?: Rethink, Redesign, Reboot, vol First Edition, Berrett-Koehler Publishers, Oakland, CA.

Suk Bong Choi, Kihwan Kim & Seung-Wan Kang 2017, ‘Effects of Transformational and Shared Leadership Styles on Employees’ Perception of Team Effectiveness’, Social Behavior & Personality: an international journal, vol. 45, no. 3, pp. 377–386.

Toegel, G & Barsoux, J-L 2016, ‘How to Preempt Team Conflict’, Harvard Business Review, vol. 94, no. 6, pp. 78–83.

Yu, L & Zellmer-Bruhn, M 2018, ‘Introducing Team Mindfulness and Considering Its Safeguard Role against Conflict Transformation and Social Undermining’, Academy of Management Journal, vol. 61, no. 1, pp. 324–347.

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