Understanding Team Dynamics and Leadership in the Workplace
Formal and Informal Team Structures
A team is a set of people who interact, are mutually influential, have assigned roles, and perceive each other as a team. In all teams, there are two structures: formal and informal.
Formal: This structure is defined by some standard or sanction. In some cases, this is selected by the laws governing the system (e.g., an institute regulated by law).
Informal: Not formally trained, not based on standards (e.g., groups of students working on a project).
Characteristics of Effective Teams
1. Common Purpose:
- Objectives should motivate all members of a team.
- Objectives should be clear and knowingly formulated.
- Objectives should be processed by the group.
- Objectives should be assessable.
2. Interaction: These interactions can be conjunctive or disjunctive.
- Conjunctive:
- Cooperation (mutual)
- Adaptation (acceptance of others’ patterns)
- Assimilation (internalization of patterns)
- Disjunctive:
- Conflict (interpersonal)
- Competition
Leadership in Teams
The leader is the person within the group who has the greatest influence on the conduct of others. We can distinguish two types:
Formal Leader: This is determined by the task that a person develops according to their own hierarchy.
Real Leader: This is determined by a competency and knowledge recognized and accepted by the group in which it relates.
Ideally, the person who has formal authority also possesses innate leadership competencies.
Types of Leadership
Authoritarian Leader: Uses their expertise and knowledge. Once they have studied the subject, they provide the solution. They are solely responsible for the operation of the target group and almost exclusively for the effectiveness of the task.
Laissez-faire Leader: Believes that it is best for everyone to express their ideas and feel comfortable, but without reaching any conclusion. At first, the group members feel comfortable, but without reaching any conclusion. Over time, this ineffectiveness leads to apathy.
Democratic Leader: Favors discussion, not directly in conflict but in the proceedings. They let responsibility be shared and tend to involve everyone, observing the functions.
According to Hersey and Blanchard, there is no best leadership style. Leaders who are able to positively impact performance and satisfaction are those able to adapt their style to the situation.
Team Roles
According to Belbin, a role is defined as our particular tendency to behave, contribute, and relate socially.
- Mental Roles: Brain, Specialist, Monitor-Evaluator.
- Action Roles: Implementer, Completer-Finisher, Shaper.
- Social Roles: Resource Investigator, Team Worker, Coordinator.
Stages of Team Development
- Exploratory Phase
- Conflict or Storming
- Norming or Organization
- Performing or Maturity
Types of Teams in a Company
Quality Circles: Composed of a small group of workers who work in the same area, with a supervisor, and voluntarily meet to discuss the problems facing their business and develop solutions. They usually meet once a week during business hours, but these meetings are flexible.
Improvement Teams (Development Teams): Members do not meet voluntarily; participants are selected for their knowledge and experience, as well as the degree of involvement in the problem. The duration of meetings depends on the urgency to solve the problem, and once the problem is solved, the teams are dissolved.
Process Teams: Focus on a specific process with the aim of improving it, redesigning it, or making a complete change. Its members are directed by management or someone heavily involved in the process.
Autonomous Teams: Management delegates important functions to them. The group acquires a collective responsibility and manages its own activities without interference from management. They have attributions in business planning, budgeting, and organization of work.
Conflict Resolution
Conflict: Any situation involving a confrontation of opposing ideas or situations in which individuals are embedded.