(Contd from last edition)
Team dynamics
Managing teams is not enough; we must step up and lead them. By going the extra mile and making meaningful contributions, we can profoundly impact our teams’ operations. It is crucial to understand that teams are not driven by a mean-spirited mentality; they should not be run as dictatorships or platforms for power-hungry activities. Instead, they should be spaces for growth, camaraderie, and collective progress. However, managing teams becomes more complex when individuals from different generations, backgrounds, ethics, values, and beliefs collaborate.
This discussion explores team leadership dynamics, covering key aspects such as member orientation, team-level diagnosis, composition, structure, and theory. To truly understand how teams interact and build relationships, one must grasp the various facets of team composition and dynamics. When referring to “team management,” we are discussing a comprehensive developmental model applicable to a broad spectrum of teams, including performance-based, project-oriented, and virtual teams, as well as self-designing, problem-solving, and real-world teams.
The term “self-designing teams” (SDT) encompasses all these different types of teams. It refers to groups of individuals who may be loosely or formally connected but act together, distinguishing self-managing teams (SMT) from postmodern teams (SDT). While both types operate amid real-world challenges, SDTs embrace and thrive in this dynamic environment. By examining these team dynamics in depth, we can develop a robust approach to managing and leading teams in any context.
Motivating team members
When teams come together to work towards a common goal, it becomes clear that a highly motivated team can produce exceptional results more efficiently and even under budget. This section provides an in-depth exploration of various motivational theories and effective strategies for inspiring team members. It also lays the foundation for further discussions on leadership styles, offering opportunities to explore additional leader-driven motivational techniques.
Motivating team members is a crucial responsibility for any team leader. Since the groundbreaking research presented in Switch (Heath & Heath, 2010), motivation has been recognised as a fundamental factor influencing performance. Motivation complements satisfaction and reflects an employee’s intrinsic desire to actively contribute as a valuable team member. As a leader, you naturally want your team members to be highly motivated—but why is this so important? When individuals are genuinely engaged with a project and excited about it, their enthusiasm becomes contagious, creating an environment that fuels productivity and innovation.
In leadership, three distinct roles exist: 1) leaders, 2) team members, and 3) followers. This interpretation, initially established by Bateson, forms the foundation of this discussion. Leadership typically flows from top management down to managers and, ultimately, to employees, paving the way for employee satisfaction (Goodell et al., 2012), self-actualisation (McGregor, 1960), and leadership that extends to external customers (Heskett et al., 2012).
This framework underscores the growing emphasis on encouraging employees to perform their duties with diligence and excellence. While extensive research has explored this concept, one iconic theory encapsulates the essence of fostering workplace fulfilment and optimal performance: Maslow’s Hierarchy of Needs. Emerging during the introspective era of the 1950s, this influential theory highlights the importance of understanding team members’ needs and motivations while providing the necessary resources and support for them to thrive.
Great leaders can identify and harness these intrinsic motivators, cultivating an environment that promotes continuous personal and professional growth. By fostering a culture of motivation and empowerment, leaders can inspire team members to exceed expectations and actively contribute to outstanding results. This can be achieved through various strategies, including setting clear goals and expectations, providing regular feedback and recognition, facilitating skill development and career advancement opportunities, and emphasising the importance of purpose and meaning in the work undertaken.
Additionally, leaders can leverage different leadership styles—such as transformational, democratic, and servant leadership—to enhance motivation and engagement. Each leadership style offers unique qualities and approaches, enabling leaders to adapt their strategies to meet the specific needs of their teams. By developing a thorough understanding of motivation principles and leadership techniques, leaders can build dynamic, high-performing teams that are genuinely motivated, fully engaged, and committed to excellence.
In conclusion, motivation plays a central role in team performance and productivity, serving as the driving force that propels individuals and teams towards success. As a leader, investing time and effort into understanding and leveraging motivation can yield significant improvements in team dynamics, collaboration, and overall project outcomes. Prioritising motivation as an integral part of your leadership approach ensures that it remains a key factor in optimising team performance.
Understanding change management
Change management is a systematic, structured approach to implementing change in organisations. It primarily focuses on engaging with and managing the people affected by organisational transitions. However, it is not merely about overcoming emotional resistance; it is also essential to provide stakeholders with the support needed to navigate and succeed in the post-change environment. Effective change management can facilitate organisational transitions, making them smoother, faster, more successful, and longer-lasting.
Change management in the context of leadership
Leaders and managers must understand how best to support employees before, during, and after a change to ensure the anticipated business benefits are realised and sustained. Change management is not about fixing or repairing damage; rather, it is about preparing individuals to excel when change becomes necessary. Whether a company is restructuring, relocating, or realigning, its people are responsible for making these changes work. If employees disengage, both productivity and the organisation’s bottom line suffer. Conversely, if they are motivated and supported in overcoming fears and potential roadblocks, the opportunities that change presents become more evident.
When executed effectively, change management fosters a culture of continuous improvement and unlocks new possibilities, whether in processes, technology, workforce dynamics, organisational structure, or a combination of these. It provides a framework for leaders to communicate the vision, rationale, and benefits of proposed changes to their teams. By involving employees in the change process, organisations can secure their commitment and support, leading to a smoother transition and successful implementation.
Effective change management mitigates resistance, fear, and uncertainty by addressing employees’ concerns and ensuring their voices are heard. It also aligns the organisation’s resources, systems, and people with the new direction, fostering a sense of ownership and accountability.
Key aspects of change management
Change management involves developing and implementing strategies, plans, and actions to facilitate the desired transition. This requires assessing the organisation’s current state, identifying areas for improvement, and defining the future vision. It includes creating a roadmap or timeline for change, setting milestones, and monitoring progress. Additionally, it entails providing employees with training, education, and support to develop the necessary skills and capabilities to adapt. Change initiatives may involve introducing new technologies, processes, or structures to enhance operational efficiency and effectiveness.
Leadership plays a critical role in driving and sustaining change. Leaders must embody and promote the desired values, behaviours, and mindset to inspire their teams and create a supportive environment. They should lead by example, demonstrate transparency, and communicate regularly and clearly throughout the change process. Strong leadership encourages employee engagement, fosters trust, and nurtures a culture that embraces change and innovation.
Change management is a holistic approach that considers an organisation’s human, structural, and cultural aspects. It recognises that successful change requires more than just a plan—it demands the active involvement, support, and commitment of all stakeholders. By addressing the people side of change, organisations can maximise benefits, minimise disruptions, and adapt effectively to an evolving business landscape. Through strategic change management, organisations can overcome challenges, seize new opportunities, and thrive in an increasingly dynamic and competitive environment.
By Prof. ‘Lere Baale, FPSN, FPCPharm, FNAPharm, FNIM
(Business School Netherlands International)
(Continues next edition)
