You Have Been Assigned To Lead An Existing Team Performance

You Have Been Assigned To Lead An Existing Team Performance Has Been

You have been assigned to lead an existing team. Performance has been low and the previous leader was controlling. The CEO wants you to bring the team up to satisfactory performance levels within 6 months. Using the results of your learning team discussion, select one of the leadership theories in Chapter 14 to demonstrate how you would lead this team. Develop a 15- to 20-slide presentation outlining the following: The leadership theory selected, the level of control situation, the type of leadership style, situational attributes, and desired outcomes. Format your presentation consistent with APA guidelines.

Paper For Above instruction

Introduction

Leadership plays a critical role in shaping team performance, especially in situations where previous leadership styles have not yielded satisfactory results. When a team underperforms and historical leadership has been overly controlling, a strategic approach rooted in suitable leadership theories can foster a more effective work environment. For this scenario, the Transformational Leadership theory presents a viable framework for improving team dynamics, motivation, and overall performance. This paper explores how the application of transformational leadership can address the specific situational attributes, control level, leadership style, and desired outcomes required to elevate the team to satisfactory performance within six months.

Leadership Theory Selected: Transformational Leadership

Transformational leadership is a leadership approach that emphasizes inspiring and motivating followers to achieve higher levels of performance through vision, encouragement, and intellectual stimulation (Bass & Avolio, 1994). Unlike transactional leadership, which primarily focuses on exchanges and established routines, transformational leaders seek to foster intrinsic motivation and commitment by aligning individual goals with organizational objectives. This theory is particularly relevant in scenarios where team morale and engagement are low, and previous control-centric leadership has hindered innovation and initiative.

Transformational leaders seek to instill a sense of purpose and empower team members, encouraging them to transcend self-interest for the collective good (Bass & Riggio, 2006). This approach helps build trust, confidence, and enthusiasm, which are crucial for reversing low performance levels and moving towards a high-performing team.

Level of Control Situation

The control situation in this context implies a low to moderate level of control. The previous leader’s controlling style likely suppressed autonomy and creativity among team members, leading to dissatisfaction and underperformance. According to Hersey and Blanchard’s Situational Leadership Model (1969), the team’s maturity level—comprising ability and willingness—must be evaluated. Given the low performance and prior controlling leadership, the team appears to be relatively immature or inexperienced in aspects of autonomy and motivation.

Therefore, the control situation demands a leadership style that encourages development through trust and empowerment rather than strict oversight. A transformational leadership approach can effectively shift the team from a passive to an active, independent, and innovative state by fostering greater ownership and intrinsic motivation.

Type of Leadership Style

The leadership style best suited for this situation is Transformational Leadership combined with Participative aspects. This style involves inspiring team members through a shared vision, intellectual stimulation, and individualized consideration. Leaders adopting this style challenge existing assumptions, promote creative problem-solving, and recognize individual contributions, which can gradually replace the previously controlling and directive leadership approach (Avolio & Bass, 2004).

Transformational leaders are communicative, approachable, and empathetic, fostering an environment where team members feel valued and motivated. This approach promotes collaboration, innovation, and resilience, which are essential for turning around team performance.

Situational Attributes

The key situational attributes influencing leadership effectiveness include:

• Team maturity: Low to moderate, requiring development in autonomy and motivation.
• Task complexity: Variable, but likely needing innovation and problem-solving skills.
• Organizational culture: Possibly resistant to change due to previous controlling leadership.
• Employee motivation: Low morale and engagement due to past leadership style.
• Team dynamics: Potential issues of trust, communication gaps, and lack of cohesion.

Transformational leaders must assess these attributes continuously and adapt their strategies to foster trust, build cohesion, and enhance team skills.

Desired Outcomes

The overarching goal is to elevate the team's performance to a satisfactory level within six months. Specific outcomes include:

• Improved team morale and engagement.
• Enhanced trust and open communication among team members and leadership.
• Higher productivity and quality of work.
• Development of team members’ skills and autonomy.
• Achievement of predetermined performance metrics aligned with organizational goals.
• Sustainable culture of collaboration, innovation, and continuous improvement.

Achieving these outcomes will position the team not only for improved performance but also for ongoing success beyond the stipulated time frame.

Implementation Strategy

To implement transformational leadership effectively, several strategic steps are necessary:

1. Conduct an initial assessment of the team’s strengths, weaknesses, and motivational levels.
2. Develop a compelling vision aligned with organizational goals to inspire and energize the team.
3. Engage in active communication, emphasizing shared purpose and recognizing individual contributions.
4. Encourage participation and input from team members in decision-making processes.
5. Provide personalized support and coaching to develop individual skills and confidence.
6. Model the desired behaviors, including transparency, ethical standards, and collaborative problem-solving.
7. Establish feedback mechanisms to monitor progress, address challenges, and celebrate successes.

This dynamic approach emphasizes ongoing development, flexibility, and empathy, which are integral to transformational leadership’s success.

Conclusion

Transformational leadership provides a comprehensive framework to address low-performing teams, especially when previous leadership styles have been overly controlling or stifling. By inspiring, motivating, and empowering team members, transformational leaders can foster a culture of trust, innovation, and high performance. The strategic application of this theory—considering the team’s situational attributes and desired outcomes—can effectively transform team dynamics within six months, ensuring sustainable success and organizational growth.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual (3rd ed.). Mind Garden.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
• Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior: Utilizing human resources. Prentice-Hall.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Robinson, S., & Judge, T. (2018). Organizational behavior (17th ed.). Pearson.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Antonakis, J., & House, R. J. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 543-561.
• Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298.