In week 3, we finally started working as a team to compete and achieve a particular goal in MikesBikes simulation. What especially surprised me is that everything I felt in team works was way more impressive than I expected. The impression from week 3 motivated me to write about what made me so impressed at colleagues or the leader.
First, the responsibilities and efforts of my colleagues for individual tasks and research allowed me to consider them as high quality workforces. My view for team members can be supported by the essential factors for effective followers provided in the article “In praise of followers” (Kelly, 1988). In order for followers to become more effective, the skills of self-management, maximizing their impacts on the team, or some degrees of honesty/reliability are required (Kelly, 1988). Since members in my team apparently have those capabilities, those factors should be regarded as good benchmarks to measure the quality of followers. However, I personally think that just having those abilities may not be enough to obtain the complete reliance of other members because there must be the differences of their quality such as differences of efforts, self-confidence, accuracy of research, or honesty. In such situation, what helps members respect or rely on others is probably whether he or she can be more than others expected. It can be said that a number of people tend to define other people even in their first meeting by prejudice or bias, and those are hardly changed until something special occurs. Since my team members not only met the requirements for being great followers but also contributed to our team more than I expected, I was impressed so much.
So, what about the leader? According to the article “Leadership run amok” (Spreier, 2006), I reckon that our leader can be regarded as directive in particular rather than any other leadership styles. Our leader tries to control member’s behavior with emphasizing our individual responsibilities for each task, which strongly makes us work hard and be responsible to achieve tasks. This may give some negative imaginations to the readers of my journal. However, the particularly good point for the style of our leader is that he will totally rely on the outcomes from each department as he believes that what the heads of each department decide is the best for our company. As a result, we are highly motivated to complete the tasks with responsibilities and be more than expected even though allocated tasks seem difficult to be done.
As you can see, the journal I wrote at this time really focused on how awesome the team members are, but of course there are some problems which should be improved. For instance, we need more integration with each department in order to be more effective as a team because the time is always limited and our tasks are obviously inter-related with each other so much. I believe that such integration will definitely be helpful for maximizing the opportunities to become an effective member and team, but this topic appears to be about the team effectiveness or goal achievement. Therefore, I will write something about this when I get the good opportunities.
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