We know what makes effective and creative teams. For teams to work multiple people within the team ought to have knowledge in team dynamics and teaming.
Behavioral Value we expect from Leadership. People on teams are influential at creating self-sanctioning actions for maladaptive behaviors.
The team leader is accountable for establishing comfort with the work and team members. They can establish this early by setting the following conditions for team members to feel comfort in the work and reciprocal helping relationship of the team.
When the 3 conditions above are present the chances are good that a team will perform its work well and build the competence of the team to achieve high performance, contributing to the well being of the team members and organization.
Research does point to three leadership areas where there are right and wrong directions.
Knowing the teams context, boundaries and having skilled-knowledge to determine where, is best along the Manager———Team authority continuum will assist teams in achieving high performance.
A team-member without a clear understanding of accountability and authority within the team will have to be skilled at either persuading, forcing or bullying other team-members into working along to accomplish the goals.
One person on the team can affect the performance. And if that person has a ‘better-way’ and knows what to-do, I argue they are morally accountable for sharing and applying what they know (this is the root of employee engagement).
Getting buy-in on your team project and task from those who you do not directly manage can prove challenging. Here are 5 areas to check your data against for persuasiveness.
Within teams, in order to complete your tasks, you have to depend upon many people whom you do not have direct authority over to supply you with information needed to complete your work on time, in budget and quality specifications.