in a non-team work environment is a top down structure where rules, not
principles, govern followership. In
a team culture, leaders, guided by their principles of involvement, work
to help team members find a level of confidence, trust, and cooperation
so that they can achieve high levels of production.
Leaders then canít rely exclusively on pressure, rules, and
punishments to inspire a coordinated work team.
Rather they must become principled leaders who set performance
expectations that allow the team to take responsibility for achieving
success. Below are five
expectation guidelines to channel the relationship between the team
leader and team members:
team members to be contributors.
This means that the leader will have to nurture a team
environment that builds the confidence and trust levels of team members.
Team members must believe that they can express diverse opinions without
reprisal; that they can make mistakes without feeling diminished; and
that they will be valued for their achievements.
team members to communicate with one another.
Team members must first learn that open communication is valued
and then they must be given a forum for constructive communication.
They need to understand that they must take the responsibility to
communicate to get things done, improve procedures, work out issues, and
deal with changing conditions.
team members to cooperate.
Leaders must help employees appreciate what a team is and what it
can achieve when it works. Team
members need to realize that coordinated work is more productive than a
string of individual actions.
Leaders should help team members generate working agreements
team members to problem solve.
Team members must learn that
they are active players who focus on getting things done correctly and
efficiently. This means that
leaders must help the team articulate issues; stay focused on the
problem, not personalities; and find a common language to deal with
team members to be learners.
Leaders need to create a work culture where team members share
expertise, train new hires, cross train, and, ultimately, understand
that continuous learning is an organizational value.