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Effective Leadership Styles Paper

894 Words4 Pages

cooperative, and effective when embracing the principles of teamwork. However, organizational culture is imperative in the process of building a team or group, it creates harmony and integration amongst a diverse culturally oriented background of crew members, which will assist the organization in producing a high productivity environment for the company.

Effective Leadership Styles
The leadership styles that are effective for building a team or group are transformational leadership, and participative leadership. According to Rick Suttle (2017), participative leadership is effective for team building. Participative Leadership allows the leader to give each member of the department a role. Also, participative leadership styles promotes creativity …show more content…

Additionally, when conflicts are resolved, it prevents the possibility of certain issues having a negative effect on the performance of the entire group. As stated by Wang (2017), not everyone listens in the exact same way. Wang (2017), reveals that some cultures prefer more structured objective information from the beginning, to understand a problem; although, other cultures use hints and imply what is thought. Finally, you must play to win, when team members come together and work as one, understanding, trusting, and supporting each other, the team becomes a winning team having shared mindset and a vision of being a …show more content…

However, Manz & Neck (1995). States that one of the drawback of groupthink is the fact that it concentrates on the negative characteristics of the team decision making process. Further, groupthink also refers to the tendency for group participants striving to come to an agreement with one another that could hinder rational constructive decision-making processes within the team. Additionally, another drawback is the fact that the groups who are contaminated by groupthink fail to examines critically and confer adequately on an alternative course of action. In any event, this type of reaction can result in defective decision making, and increasing the likelihood of an unsuccessful outcome on behalf of the team decision making practice. Manz & Neck (1995), stated that there are symptoms to look for in the term of groupthink such as, pressure that is placed on a member who tend to argue and disagree against the group’s common beliefs, a collective illusion of unanimity, an impression of the groups invulnerability to disappointment, and an undisputed certainty in the groups inherent morality. On the other hand, team think is the opposite of groupthink. Manz & Neck (1995), mentions in their journal that team think work towards an effective decision making in self-managing teams.

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