Have you ever been in class or at work, being made part of a group tasked with creating an idea, plan or solution to a problem? What if everyone in the group thought and acted the same? Would the result be superior to a group comprised of varying types of members? A group full of laid back, creative types may lack the discipline to keep on schedule, while a group full of analytical thinkers may fail to think outside the box. It can be said that in order to reduce the risk of these kinds of setbacks in team settings, diversity is key.
Since leadership in teams is determined by how effective the team is (Northouse, 2013), minimizing problems is important. In the 2015 Harvard Business Review article, “Differing Work Styles Can Help Team Performance”, author Carson Tate delves into the role diversity plays in team performance. According to Tate, the typical workplace setting has employees who can be simplified into four types: analytical, organized, supportive and strategic. Analytical individuals are geared towards data, while organized individuals are detail-oriented, supportive individuals are emotionally inclined and strategic individuals are the ones full of ideas (Tate, 2015). In a group, these individuals will find themselves fulfilling two kinds of roles: task and relational (Northouse, 2013). Together, task and maintenance roles ensure that the team is not only getting along but also productive. Unlike traditional leadership scenarios, leadership in teams can be found in the form of a single leader or as a shared responsibility –which is most prevalent in today’s organizations (Northouse, 2013).
To harness team success, leaders need to observe team members, understand their strengths then coach accordingly (Tate, 2015). This leadership approach is best explained by Hill’s Model for Team Leadership which state that leaders attempt to reach goals by applying the behavior(s) most appropriate to the internal and external situation or task and relational roles, respectively (Northouse, 2015). In Hill’s model, leaders must decide if, when and how to get involved. Larson and LaFasto (1989), and subsequently Hackman and Walton (1986) located characteristics consistently found in effective teams: clear direction, enabling setting, enabling context, adequate materials and coaching (Northouse, 2013). To tackle these various aspects, Tate (2015) suggests asking questions geared towards the type of individual one is dealing with. Ask an analytical team member, “What is your goal?” but ask a supportive team member, “Who can you support?” Asking the right questions to the right person can drive the team’s effectiveness and performance forward.
Essentially, team leadership is about being able to allow member autonomy in order to harness diversified strengths while balancing team relationships whether this responsibility falls on a single member or on the group as a whole.
References
Tate, C. (2015). Differing Work Styles Can Help Team Performance. Harvard Business Review. Retrieved April 4, 2015, from https://hbr.org/2015/04/differing-work-styles-can-help-team-performance