From The E Activity, Suggest Two Actions That A Person Could

From The E Activity Suggest Two 2 Actions That A Person Could Tak

From the e-Activity, suggest two (2) actions that a person could take in order to be a team leader when the other team members are not his or her subordinates. Cite information from the video and / or the Website in order to support your response. Imagine that you are a new team leader. Suggest one (1) team-building activity that would allow you to learn about the different members of your team. Speculate on the primary manner in which your team-building activity will lead to enhanced teamwork between the members after they are back on the job.

Paper For Above instruction

Transitioning into a leadership role within a team where members are not subordinates requires strategic actions that foster influence, trust, and collaboration. Based on insights from leadership development resources and organizational behavior theories, two pivotal actions a person can take include demonstrating genuine interest and establishing credibility.

First, showing genuine interest in the team members' ideas, concerns, and personal aspirations can help a leader build rapport and trust. According to Goleman (2000), emotional intelligence, especially empathy, plays a crucial role in effective leadership. By actively listening and providing support, a leader can motivate members and create an environment of mutual respect. This non-authoritative approach fosters voluntary engagement rather than compliance, which is essential when the team members are peers rather than subordinates.

Second, establishing credibility involves consistently demonstrating competence, integrity, and fairness. Kouzes and Posner (2017) emphasize that credible leaders inspire trust and are more effective in influencing others. For a newcomer, exhibiting expertise in the relevant domain, being transparent about intentions, and treating everyone equitably are critical steps. This approach encourages team members to follow the leader’s guidance willingly, as they see the leader as a dependable and honest peer.

As a new team leader aiming to understand and connect with team members, organizing a team-building activity oriented toward personal sharing and collaborative problem-solving can be highly effective. One such activity could be a "Personal Foundations and Strengths Workshop," where team members share their backgrounds, strengths, and motivations. Facilitated through guided discussions and activities, this exercise allows members to learn about each other's unique qualities and life experiences.

This activity enhances teamwork by building empathy and appreciation among members. When individuals understand the diverse perspectives and skills within the team, they are more likely to collaborate effectively and leverage each other's strengths. As documented by Tuckman’s (1965) developmental model of teams, initial stages of forming and storming are characterized by uncertainty; a personal sharing activity expedites trust-building and accelerates the transition into norming and performing stages, where cooperation and high contribution are optimized.

In conclusion, demonstrating genuine interest and establishing credibility are essential actions for someone aiming to lead peer team members effectively. Moreover, engaging in targeted team-building activities fosters a culture of trust and mutual understanding, ultimately leading to enhanced teamwork, better communication, and increased productivity when members return to their tasks.

References

• Goleman, D. (2000). Working with Emotional Intelligence. Bantam Books.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
• U.S. Office of Personnel Management. (2019). Leadership Skills. Retrieved from https://www.opm.gov
• Friedman, S. A. (2019). Building High-Trust Teams. Harvard Business Review, 97(2), 104–111.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in classrooms. Journal of Social Psychology, 10, 271-299.
• McChrystal, S. (2015). Team of Teams: New Rules of Engagement for a Complex World. Penguin.
• Harvard Business Review. (2017). The Foundations of Effective Leadership. Harvard Business School Publishing.