Having just completed the first rollover in the Mikes Bikes simulation yesterday, it is fair to say that things are well and truly underway in the Management 300 course now. I found the readings this week very relevant to the group work I experienced this week. After reading through this week’s readings and thinking about how my team had strived to be successful it led me to reflect (Daudelin, M. W., 1996) back on the relations within my group.
Throughout my life I have been involved in various sports teams and through some of these experiences it was clear that some leaders believed in an achievement motivation where by the team were united by the successes they achieved, and the leaders led by example. However the readings have made it clear to me that this is not always the most effective leadership style. Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006) gives sufficient evidence that ‘achievement’ motivated leaders are 42% more likely to create a neutral or demotivating work climate as opposed to leaders that focus more so on ‘affiliation’. This particular section of the reading stuck with me as it highlighted the importance of a team not just performing well together, but ensuring there are good relationships between the members of the team and that there is an element of trust among team members. This made me realise that there are often other important factors to focus on in team work other than just what is achieved.
In the remaining week of the mikes bikes simulation, after reading this week’s readings, I have a deeper understanding of how to effectively work in teams. I believe this weeks readings have changed the ideas I held in my mind about what good leadership in teams is, and has allowed me to see that following and collaboration is also equally important in team environments to achieve a successful outcome (Kelley, R. E., 1988)
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36—48
Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142--148
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72--82