3D Team LeadershipLeadership Model for middle Level ManagersWord格式文档下载.docx
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3D Team LeadershipLeadership Model for middle Level ManagersWord格式文档下载.docx
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FacultyofBusinessandEconomics
UnitedArabEmiratesUniversity
AbuDhabi,UnitedArabEmirates
Phone:
+971503373428
Fax:
+97137632383
Email:
drjamesthomas@;
drjames@uaeu.ac.ae
Abstract
Leadershiptheoriesofthepasthadbeensuccessfulandproductiveinguidingmanagersonhowtodevelop,motivateandinspirefellowassociatesforexcellingperformance.Butmodernorganizationshavebecomeincreasinglycomplex,nonlinearandstrategically-sensitiveentitiesstructuredwithadvancednetworksofhighlyempoweredteamsofknowledgeworkers,makingitincreasinglydifficultforanysingulartheorytoaddressthechallengeofprovidingstrategicguidancetoteammanagers,particularlythoseoperatingatmiddleandlowerlevelsoforganizations.
3DTeamLeadership(3D-TL),themodelportrayedinthisarticle,isamulti-theoryintegratedleadershipapproachthatcombinespastleadershiptheoriesandideaswithcurrentstrategicthinkingonintherealmofteamleadership.Basedonabroadreviewofleadershipresearchandtheories3D-TLpresentsathree-stagetri-dimensionalbehavioralinterventionmodelformiddlemanagementpractitionersinorganizationstohelpthemintegrateteamactivitiesandpracticeswiththestrategicpostureandprioritiesoftheirfirm.
Keywords:
Strategicteammanagement,Teamdevelopment,Teammanagement
INTRODUCTION
Organizationsoftenhavestrategicleadersatthetopofthehierarchybutteammanagerswhocanimbibeandrespondtotherealitiesandstrategicsensitivitiesoforganizationsarerareatthemiddleandlowerlevels.Beingavisionaryorstrategicteamleaderatthemiddle/lowerlevelsisnoeasytask.Itcallsfortheabilitiestocomprehendthebusinesscontextofthefirm,createpowerfulvision,missionanddirectionsfortheteam,cultivatetaskrelatedcompetenciesamongteammembers,andaboveallinspirememberstoworkwillinglyinastrategicallyalignedmannertowardthegoalsandobjectivesoftheorganization.
Inresponsetotheabovegenericproblem,middleandlowerlevelmanagersacrossorganizationsareincreasinglyaskingforempiricalinsightsandguidanceonhowtheycanintegrateandalignteamactionswiththestrategicpostureandpursuitsoftheirorganizations.Existingleadershiptheoryhoweverappearstobenotadequatelyequippedtoprovidethisguidance;
onthecontraryleadershiptheorytodayrequiresmoreenvironmentallysensitiveadaptationstoprovidestrategicallyresponsiveguidancetomodernteammanagers.3Dteamleadership,themodelpresentedinthisarticle,isaleadershipmodelframedtoprovidepracticalguidelinestoteammanagersplacedintoday’shighlydynamicandenvironmentally-sensitiveorganizations.Intermsofcontents,the3DTLframeworkisatri-dimensionalleadershipmodelthatprovidesoperationalguidancetoteammanagersforenhancingteamperformanceatmiddleandlowerlevelsoforganizations.
3D-TeamLeadership-ContextandBackground
Researchattemptsareontheanviltoreviseleadershipapproachestomatchthenewstrategicchallengesfacedbyorganizationsinthenewglobalbusinessenvironment,butnoconclusivetheoriesormodelshaveemerged.Thisarticleassumesthatleadershiptheoryisrichinitselfandthatanintegrationofusefulinputsfrompastandrecentleadershipendeavorscouldmeetthisneedofmid-levelmanagersforstrategy-linkedteammanagementmodelstoguidetheirteamactioninthemodernbusinesscontext.Beforepresentingtheleadershipmodelabriefreviewofthetheoreticalunderpinningsunderlyingpastleadershipresearchisoutlinedbelow.
Leadership-ClassicThoughts
InanextensivereviewofleadershiptheoriesandmodelsBass'
(1990)reportedthatauthoritarianvs.democraticistheuniversalexpressiontoclassifyleaders.Authoritarianvs.democraticleadershipideawasoriginallyconceivedandintroducedbyLewin,LippitandWhite(1939)throughtheirIowaChildhoodStudies.ThetwodimensionswereperhapsmostthoroughlyresearchedbytheOhioStateLeadershipStudies(HalpinandWiner,1957)andtheMichiganLeadershipStudies(Katz,et.al.,1950).Thesetwodimensionsofleadershiplatercametobeconsideredastaskorientationandpeopleorientationandarefoundinmanyleadershipmodels,bothearlyandrecentones,underdifferentnames(Avoidetal.,2001;
BassandAvoid,1997;
BlakeandMouton,1964;
HeresyandBlanchard,1969;
NapierandFerris,1993;
Shame,1995;
WaldmanandYammerino,1999;
Yagil,1998;
).
LeadershipTheoriesandModels
Whileleadershipresearchersgenerallyagreeontheabovetwobasicdimensionsofleadership,researchersandtheoristsdifferwidelyonthecombinationoftaskvs.relationshipthatproduceseffectivenessinleadershipsituations.Classicworksinthisregardrevealthatthetwobasicdimensionsofleadershiparevariouslyutilizedbyleadershiptheoristsinexplainingmanagerialeffectivenessindifferentsituationsandorganizationalcontexts.LeadingmodelsthathavestoodthetestoftimeincludeResinsLikert’s(1967)fourbasicsystems,BlakeandMouton'
s(1978,1978a)'
managerialgrid'
Fielder’s(1967)contingencyframework,Redding’s(1967,1970)3Dleadership,MartinG.Evan'
s(1970)andRobertJ.House'
s(1971)pathgoaltheoryandHeresyandBlanchard’s(1982)situationalleadership,amongothers.
Theabovemodelshavingbeenremainedforlongastheclassicframeworksinleadershipthinking,recentlytransactionalleadershipandtransformationalleadershiptheorieshavegainedpopularityamongleadershippractitioners(Bass,1990).Transactionalleadershiphasitsoriginintheworksofearlyresearchersandmakesuseofthetaskandrelationshipdimensionsofleadership.Transformationalleadership,sometimesalsoreferredtoascharismaticorinspirationalorvisionaryleadership,isamodelthatemphasizesthepersuasivepotentialandqualitiesoftheleader.Morerecently,tokeepupwiththechangingnatureoforganizationsandworkstructuresnewmodelsofleadershipsuchasdistributedleadership(Gronn,2002;
Spillane,2006),superleadership(ManzandSims(2007),etc.haveappeared.Mostofthesemodels,however,havetaskandrelationshipdimensionsasthefundamentalbuildingblocksoftheirtheoreticalformulations.
TheApproachofthePaper
Thechangesoccurringinmodernbusinessenvironmentandconsequentlyinthedecentralizedworkforce,workprocessesandstructureoforganizationsrequirethattheconceptofleadership,particularlyatthemiddlemanagementlevels,bere-evaluatedandrebuilttomatchthehighlydynamicandstrategicallysensitivebusinessprocessesemergingattheleveloftheteammanagers.Thoughattemptsareontheanvilnoneofthenewtheoriesormodelshasfocusedonthisparticularmid-levelorganizationalneedtofindwaystoalignteamactionswiththeorganization’sstrategicpostureandpriorities.
3Dteamleadershipaddressesthisissueandpresentsaleadershipframeworktoprovideguidancetomiddleandlowerlevelmanagersinmodernorganizations.Inbuildingthemodel,however,pastresearchandtheoryarenevertobeignoredorjeopardized.Onthecontrary,initsconceptualization,3D-TLcombinestraditionalandclassicleadershipthoughtswithcurrentideasonstrategicmanagementofteams.Initsportrayal3DTeamLeadershipisdescribedasa‘three-stage,three-dimensionalleadershipmodelthatdeploysteamleadershipcompetenciesofmanagers-managerial,transformationalandstrategiccompetencies-todevelopandmanageteamseffectivelyagainstthestrategiccontextoftheorganization’.Thedefinitionimpliesthatmiddle/lowerlevelmanagersaspiringtomanagetheirteamsstrategicallyshouldpossesstheabovementionedleadershipcompetenciestobesuccessfulatintegratingandaligningteamactionswiththestrategicposture(vision,mission,goalsandobjectives)oftheorganization.
3D-TeamLeadership:
Prerequisites
Managersaimingtopracticestrategicallyalignedteamleadershipintoday’sturbulentbusinessenvironmentcannotdosoinavacuum.Theyneedtobebusinesssensitiveandgroomthemselvesascompetentandqualifiedmanagerswhopossesstrategicknowledgeofbusinessandtheabilitytoinstillpassionandorganizeteamoperationsinstrategicallycriticallines.3D-TL,therefore,expectsmodernmanagerstopossesscertainfundamentalimperativesor‘strategicleadershipcompetencies’tobequalifiedaswinningleadersintheirorganizationalroles.
1.Thefirstoftheseattributesisstrategiccompetencei.e.theabilityofthemanagertovisualizetheever-changingbusinessscenariosandinternaloperationsofthefirmandthinkofinnovativewaysthroughwhichhis/herteamorworkunitcouldmakeanincrementalanddifferentiatedcontributiontothefulfillmentoftheorganization’svision,mission,goalsandstrategies(Shrivastava&
Nachman,2007;
Wiklund,&
Shepherd,2003).Inparticular,itcallsforperformingsuchrolesasvisionary,chiefentrepreneur,andstrategistoftheirworkunits.Leadershipresearchersbelievethatthisattributelargelyreflectsthe‘entrepreneurialcapabilities’ofamanager(Nanus,1992;
Westley&
Mintzberg,1989).
2.Thesecondattributeistransformationalcompetencei.e.theability(includingpoliticalpropensity)ofthemanagertoinfluenceandinspiregroupmembersandcommunicatetothemthebusinesscontextandstrategicchoicesofthefirmanddevelopinthemapassionforgettinginvolvedintheorganization’smissionandadesireforachievingthechallenginggo
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