This week, I was ecstatic to see that all members of my team had participated harmoniously and competently to achieve a successful result in our first rollover. Our team, along with one other, is now in the lead of our multiplayer MikesBikes simulation. Unfortunately, I was unable to contribute on the day of the rollover due to being hospitalized, so I delegated my leadership to the entire team and they far exceeded my expectations.
Earlier on in the week, the CEO’s were called into a meeting with our Lecturer Peter. The topic of discussion was a debate whether one team who had given themselves a superior chance of winning the group work competition assigned to this paper should be stripped of their advantage or be penalized.
This made me think about the Spreier, Fontaine, Malloy (2006) reading called ‘The Destructive Potential of Overachievers’ regarding the inability to empower others when working in a self-consumed environment. The reading states that a major source of strength within an organization is the ability to generate passion and energy. This whole conflict where one team has given themselves a far better chance at achieving lead to the argument whether theirs actions in doing so will create negative flow on effects for other teams in the class, perhaps a decreased self-willingness to learn and work due to the belief that this other team has an inequitable advantage. Spreier, Fontaine, Malloy (2006) state that focusing too much on achievement can destroy ones trustworthiness and overlook ethics and morale, which I feel this team may have done. I personally was unaffected by this teams decision as my initial goal for this course was to focus on the aspect of learning, however from the response from other more competitive members of this course, it is apparent that there is some rage and disagreement.
I am unsure how this panned out due to being away, but I hope all is sorted now.
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). LEADERSHIP RUN AMOK. Harvard Business Review, 84(6), 72-82.