Reference no: EM132152774

Question: Step 1: What would you describe as some of the do's and don'ts of team leadership? Now, describe a time when you were part of a team led by a leader who practiced the do's. What was your and the team's experience? Conversely, describe a time when you were part of a team led by a leader who practiced the don'ts. How did your and the team's experience differ from that of the team that was led by the leader who led by practicing the do's? Which team performed better?(250) word

Step 2: Reply in the answer below :

There are a number of do's and don'ts when it comes to team leadership. Beginning with do's, a team leader needs to listen to all members. He or she needs to realize the strengths and weaknesses of the individual team members, themselves, and the team as a whole. He or she should include all team members in each gathering, formal or informal. As for the don'ts, its basically the opposite of all the do's. If you don't listen to your team members, and only listen to a few, you will quickly lose the members you are ignoring. Understanding strengths and weaknesses of individual team members, will help you determine the needs of each, and whom to pair them with if needed. If you don't do this, you could end up pairing two team members with the same set of weaknesses. And finally, you want to include everyone in all gatherings whether formal or informal. Ensure that all meetings are scheduled, and that all team members have an agenda and were invited. If you have gatherings after work, such as having dinner, ensure you have given everyone the opportunity to go. You don't want to be accused of playing favorites.

At my current job, we have cross functional teams, that are like commitees. We have a safety team, comprised of team members from all departments and level of experience. The "lead" is our team leader, and she sets all schedules, and creates the agenda. This agenda is sent to us via email, and a hard copy is placed on our desk. We are given a time period to make changes to the agenda.

At a previous job, we had a similar team, but it was comprised of director level members. The agenda was sent out, but no changes were allowed. After meetings, the leader would give certain team members, "a nudge" which usually meant they were going out to eat and drink. All this on the company dime.

Because of the disconnect, and the feeling that it was a waste of time, the second team really didn't do anything worth our time.