Unit II Assignment: You Have Been Recently Promoted To Lead

Unit Ii Assignmentyou Have Been Recently Promoted To Lead A New Divisi

Read each description, and provide the following information in a two- to three-page double-spaced document (not including the title and references pages): 1. Classify each team member into one of the four matrix areas. 2. Discuss the recommended action for each employee depending on his/her classification. 3. Distinguish if your role as the leader will be a facilitator, coach, or a combination of the two. 4. Examine which team competencies would benefit from shared leadership.

Paper For Above instruction

In the context of leading a new division at Company XYZ, understanding team dynamics and applying the skills-motivation matrix are critical for effective team assembly and leadership. This assignment focuses on classifying potential team members within the skills-motivation matrix, determining appropriate leadership actions, defining the leader's role, and identifying team competencies suitable for shared leadership to maximize team performance and cohesion.

The skills-motivation matrix, as described by Hersey and Blanchard (1988), categorizes employees based on their competence (skills) and commitment (motivation). The four quadrants include:

• High competence and high commitment: Employees who are skilled and motivated.
• High competence but low commitment: Skilled employees lacking motivation.
• Low competence but high commitment: Motivated but inexperienced employees.
• Low competence and low commitment: Employees with limited skills and motivation.

Classification of Potential Team Members

Applying this framework, potential team members should be assessed based on their descriptions. For example, a candidate with extensive experience and a proactive attitude might fall into the high competence/high commitment quadrant. Conversely, a new hire eager to learn but still developing skills may belong to the low competence/high commitment group.

Each employee's classification informs the leadership approach. For instance, highly skilled and motivated team members require minimal supervision, serving as autonomous contributors. Employees with skills but lack of motivation may need encouragement or increased engagement efforts. Inexperienced but motivated members can benefit from mentorship and training, fostering their development.

Recommended Leadership Actions

For high competence/high commitment individuals, leaders should adopt a delegating style, empowering them to make decisions independently and encouraging leadership within the team. Those with high competence but low commitment may need renewed motivation through recognition, aligning their tasks with personal interests, or providing challenging assignments.

Employees with low competence but high commitment should be supported through coaching and development opportunities, while those with low skills and motivation may require closer supervision, mentoring, and efforts to boost morale and engagement.

Leadership Role: Facilitator, Coach, or Both

As a leader in this environment, a flexible approach is essential. Primarily serving as a coach for new and developing employees helps build their competence and confidence. For experienced team members, acting as a facilitator allows autonomy while providing strategic guidance. Combining these roles ensures that team members' individual needs are met and that the team operates cohesively.

Shared Leadership and Team Competencies

Certain team competencies, such as problem-solving, decision-making, and innovation, stand to benefit from shared leadership. Distributing leadership responsibilities encourages diverse perspectives and enhances team engagement. For instance, encouraging team members to lead small projects or initiatives promotes ownership and leverages different expertise, fostering a culture of collaborative leadership.

Conclusion

Effective team assembly and leadership in a new division hinge upon accurately classifying team members within the skills-motivation matrix, tailoring leadership strategies accordingly, and fostering shared leadership on critical competencies. As a leader, adopting a flexible role — balancing coaching and facilitation — can significantly enhance team performance, motivation, and cohesion, ultimately contributing to the division’s success at Company XYZ.

References

• Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources. Prentice-Hall.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
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• Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93.
• Zaccaro, S. J., Rittman, A. L., & Kuffel, L. M. (2001). The nature of team leadership: A functional approach. The Leadership Quarterly, 12(4), 451-480.
• Müller, R., & Turner, J. R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437-448.
• Smolla, R. (2015). The role of shared leadership in team dynamics. Organizational Psychology Review, 5(4), 253-269.
• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
• Clifton, D. O., & Harter, J. K. (2003). Investing in strengths. In K. S. Cameron & G. M. Spreitzer (Eds.), The Positive Organization (pp. 37-51). Sage Publications.
• Harvard Business Review. (2017). The new science of building great teams. Harvard Business Review, 95(5), 80-89.