Using the Internet, each member of your team should read at least 2 articles each on Transactional Vs Transformational Leadership. Summarize the articles in 300 words or more. Provide appropriate reference.
Combine each summarize in one paper but do not change the wording of the original summary. Include the team member’s name, name of the article and references.
As a team, write a comprehensive summary of the articles with 600 words. Present a discussion of what your team learned from this exercise.
we are team of 3 so 3 *400 words + 600words(1800 words )on comprehensive summary and discussion on what you learned from it
please look in to the following document for your reference what is expected
In the reference document each student summarized three articles and as a team final summary what we learned. all references at the end each student worked on 3 articles so total 9 articles
Team dynamics can greatly impact team performance more than anticipated. However, social ties play a significant role in shaping team dynamics in an organizational setting. For effectiveness in teamwork, teams need the ability to coordinate work, co-construct knowledge among themselves, communicate, and appreciate the leadership design (Rasmussen et al., 2020) . Employees’ perception of their team and their levels of performance is influenced by social ties that exist within the team. Teams can easily and effectively communicate when they know each other. Strong expressive ties and trust for each other promote performance among teams irrespective of hierarchy, profession, and tradition.
Team coordination can be easily achieved through a clear definition of roles. This acts as a reassurance of what teams should do, thus reducing the number of cognitive efforts required. Several facts play a role in what communication strategy a team can employ. These include characteristics of the task to be accomplished, cost involved, communication rate, amount of communication (Gao et al., 2016) . Where social ties are strong, communication cannot be designed to take a formal approach and vice versa. Where leaders wish to achieve active communication and encourage teams to freely ask questions where need be, teams may be designed to take an informal approach to communication.
Team designers have several options like PowerPoint presentations, instructional videos, info-graphics, and handouts to guide team activities. In the face of any challenges during team design, however, it is essential that appropriate solutions are provided for a strong team to be realized. Through appearance judgment, instructional judgment, framing judgment, navigational and core judgment, success can be achieved (Zhu, Basdogan, & Bonk, 2020) . Therefore, social ties play a role in coming up with instructional strategies while designing and planning for teams can be of great significance.
Litchfield examines how success and innovation can be fostered in and across teams. Team identification, as presented in the resource, may have several effects on the success of a team. The article explains these effects by the use of the social identity inter and intragroup aspects of teamwork and the team reflexivity concept. Team identity has different effects on behaviors related to innovation. Although it promotes motivation, team identity does not always encourage innovative behaviors among members; that is, intentional application or introduction of products, procedures, ideas, and products in tasks, departments, or organizations (Litchfield et al., 2018) .
According to Reis and Puente-Palacios (2019) , team identity plays a significant role in creating group effectiveness in terms of emotion and behavior. Self-identification with a group unites and guides members into an identifiable social element whose behaviors can be modified easily. This unification, in turn, generates favor for tasks, activities, processes, and ideas which benefit the team’s interests. This, as a consequence, fosters innovative and creative behaviors in an organization. Encouraging interdependence among teams, especially in multi-team groups, builds and encourages innovative behaviors. However, this is only possible in situations where team members’ identities are very strong and there is collective reflexivity.
Cross-functional diversity within the team, additionally, can create stress, more anxiety, and more negative emotions among members who realize or identify that a mismatch exists between their profession and the identity they possess (Hawkins, Biga, Diambedou, & Jacob Leal, 2019) . Designing a team with a shared identity is all about expending valuable resources to enact the best rituals, processes, and practices that unite the members as a team. With a perception of shared identity, members are motivated to work harder towards a common goal while reinforcing exchanges between and among them, thus promoting cooperation.
According to Farrington, S. M. (2012) , Organizations have been moving towards virtual workspaces and it has risen sharply due to the pandemic we are facing today. The number of tasks the teams need to accomplish with minimal interaction and only online presence might induce ineffectiveness in the team. To make the team more effective, it is required to establish a protocol to guide them in operations. The IPO Framework method aims at improving team design by manipulating and controlling various input variables in the team such as Job description, Job composition, and the context of the job in the team, group, and organization.
According to Reis, D. P. D. (2019) , social identity plays an important role in the organization, it is a process in which an individual identifies as a member of society, culture, religion, race, or a country. This process of identification helps individuals work towards the common good and maintain unity. When this process occurs inside an organization, it will give rise to team identity and team unity. It is worthwhile to invest more resources into the effects of team identity in the work teams, especially in a virtual environment. Social identity is a shared variable inside an organization thereby improving the inter-team dynamics.
According to Schmalz, M. (2019) , Agile methodologies have changed the way teams are designed, their ability to make risk-based decisions, and the overall impact it has on the identity of the individuals in those teams. These teams make many decisions with the help of individual team members in a dynamic environment along with the clients. Individuals tend to identify with the projects they are developing and the technologies they use. The author feels that not enough investment is made into studying the effects it has on the team members and the work environment as a whole.
The articles we have reviewed in this exercise have all pointed out the necessary design, attitude, leadership, procedural code required to build a successful team. The need for a clear and concise set of procedural inputs for managers and team leaders to help motivate the team and make them effective has been emphasized. The work environment and culture inside the team and the motivation of the team make the difference for the projects the teams deal with. The need for investment in the study of team dynamics and individual personalities and how they identify with the team is also mentioned as a measure for organizations to make the team's performance effective. There are various classifications and measures in team building strategies depending on the industry.
The teams have impacts on the projects, organizations and even on the individuals themselves. The study of such effects and determining what makes an individual identify with the team will yield a physiological benefit to the team. The findings of such a study will be unique for each case while the underlying reasons might be the sameTeam dynamics play an important role in the functioning of the team. Team unity and team identity also depend on the projects the team works upon. Any specialist team would like to work with technology and on the project that gives them the most satisfaction. Identity and unity while beneficial for the team and its members can also be detrimental to the objectives of the organization. Team members often refuse to work with other teams and on projects they consider inferior. Team unity can sometimes lead to members of the team acting against the organization’s will.
The ability of the managers and team leaders to recognize this scenario and break up the team and to make them efficient in their functionality should be put to test occasionally by the management in the organization. As we move towards a virtual workspace due to the pandemic that has engulfed our world, teams will have to function very efficiently over great distances, increasing with teams of varied experience, specialty and no social bonding. With the help of these studies we have understood the importance of social identity and social bonding within the team members.
To conclude, Designing team lists as an essential part of management that aids in the management of organizational goals. The methods of designing teams differ based on the organizational structure and role of the group. Some of the common aspects among all the different categories of teams are interpersonal relations, communication, and competence. Effective communication is essential among the members, as evident in the organization where professionals must give reports on the progress. Team designers must consider the competence of each member through training to reduce gaps in the overall performance. Training is an essential part of boosting competence among team members that help achieve a common goal.
Farrington, S. M. (2012). The Role of Selected Team Design Elements in Successful Sibling Teams. Sage Publications. https://www.semanticscholar.org/paper/The-Role-of-Selected-Team-Design-Elements-in-Teams-Farrington-Venter/877dbcd1f234bbf645da61fd9dff6259a6fc1de3
Gao, F., Cummings, M. L., & Solovey, E. (2016). Designed for robust and effective teamwork in human-agent teams. Robust intelligence and trust in autonomous systems (pp. 167-190). Springer, Boston, MA. https://link.springer.com/book/10.1007/978-1-4899-7668-0
Hawkins, M. A., Biga, Diambedou, M., & Jacob Leal, S. (2020). Who do you think you are? An experimental study on shared identity and team performance. An Experimental Study on Shared Identity and Team Performance (February 18, 2020). From https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3546846
Litchfield, R. C., Karakitapoğlu‐Aygün, Z., Gumusluoglu, L., Carter, M., & Hirst, G. (2018). When team identity helps innovation and when it hurts: Team identity and its relationship to team and cross‐team innovative behavior. Journal of product innovation management, 35(3), 350-366. https://doi.org/10.1111/jpim.12410
Rasmussen, M. B., Tolsgaard, M. G., Dieckmann, P., Østergaard, D., White, J., Plenge, P., & Ringsted, C. V. (2020). Social ties influence teamwork when managing clinical emergencies. BMC medical education, 20(1), 1-7. Retrieved from https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-020-1953-8
Reis, D. P. D., & Puente-Palacios, K. (2019). Team effectiveness: the predictive role of team identity. RAUSP Management Journal, 54(2), 141-153. From https://www.emerald.com/insight/content/doi/10.1108/RAUSP-07-2018-0046/full/html
Reis, D. P. D. (2019). Team effectiveness: the predictive role of team identity. RAUSP Management Journal . https://www.semanticscholar.org/paper/Team-effectiveness%3A-the-predictive-role-of-team-Reis-Puente-Palacios/f770aba8b009e212260ee42f615c6384a056c625
Schmalz, M. (2019). The I in Team: IT Identity and Project Behavior. AMCIS. https://www.semanticscholar.org/paper/The-I-in-Team%3A-IT-Identity-and-Project-Behavior-Schmalz-Carter/8398cbea201fcc8016517c75b46d934a1b5bc036
Zhu, M., Basdogan, M., & Bonk, C. J. (2020). A Case Study of the Design Practices and Judgments of Novice Instructional Designers. Contemporary Educational Technology, 12(2). From https://eric.ed.gov/?id=EJ1252452
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