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The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals. [ 2 ] Within the high-performance team, people are highly skilled and are able to interchange their roles [ citation needed ] .
A team leader is a person who provides guidance, instruction, direction and leadership to a group of individuals (the team) for the purpose of achieving a key result or group of aligned results. Team leaders serves as the steering wheel for a group of individuals who are working towards the same goal for the organization.
Additionally, team members may be more willing to take risks, because they know that the leader will provide the support if needed. [3] The downside of relationship-oriented leadership is that, if taken too far, the development of team chemistry may detract from the actual tasks and goals at hand.
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual ...
The team leader has absolute authority and utilises an autocratic leadership style. There are considerable drawbacks to this team management method. First, morale is lowered due to team members being belittled for the slightest mistakes; punishments lead to a lack of confidence resulting in poor performance.
Team members should be trained that the team comes first and that each member is accountable for individual action and the actions of the team as a whole. "Team culture refers to the psychosocial leadership within the team, team motives, team identity, team sport and collective efficacy". [28] The coach builds a positive culture.
The Global Leadership and Organizational Behavior (GLOBE) Project is an example of cross-cultural leadership research, as it aimed to compare leadership ideals in various countries and regions. However, it looked at leaders operating within their own culture, rather than across culture. [ 146 ]
The research was composed of 90 work teams, with a total of 460 members and 90 team leaders. The study found that there is a relationship between emotions, labor behavior and transactional leadership that affects the team. Depending on the level of emotions of the team; this can affect the transactional leader in a positive or negative way.