They are the questions that came up through my mind this week:
What is the leadership? Can our CEO can be the type of leader who leads us to become a real team? If so, what should the CEO do for our team and what should I do to become a good follower?
On the first meeting, our team members seemed quite lost and did not have any ideas for strategy and what segments we should focus on for our simulation. I do not know how the other members thought about the first two meetings but in my perspective, I was feeling doubtful and worried about our forthcoming team performance and seriously started thinking about how I/we should spend our team meetings productively. Also I was considering what would be the best way to inform our team members about my worries on our team. The biggest apprehension about our team meeting’s lake of efficiency dubious about our team’s survival in this competitive and challenging multi-player simulation.
After second gathering, I considered myself how each role should be taken and started thinking about the questions above. Referred to readings this week, I found Level 5 Leadership very interesting; the observation of 500 Fortune corporations and only 11 of them have succeeded in good-to-great transformation (Collin, 2005). Collins’ experimentation shows that good-to-great transformation only happens with level 5 leaders who “build enduring greatness through a paradoxical combination of personal humility plus professional will” (2005). Additionally, Collin’s “hedgehog concept” (2005) is thought-provoking which demonstrates the concept of keeping the right track of business strategy – rather than learning surface of various things, knowing a big thing completely well. My problem was also that I knew very little by each part of simulation sections. I should more focus on a big thing rather than think of other roles. In order to learn a big thing, I should examine what will make our bicycle company the best amongst the firms, what and how the financial decisions will improve our SHV, and what will motivate our team members and keep us up with our enthusiasm.
In Praise of Followers by Robert E. Kelley was refreshing to find out good examples of a good follower after reading about level 5 leadership. Kelly listed most critique principles for quality followers. Firstly, great followers see co-workers as “allies and leaders as equals” (Kelley, 1988). I think it means if you are fearless for being a part of a team, hierarchy does not matter anymore because you see them as a companion, not a competitor. Kelley also mentioned “good leaders know how to follow” (1988) that being a leader is not so important especially when it comes to a small team, the research found that it is more productive when there is no leader in the team so everyone can participate and focus on the goals together. Thus, these readings left me great ideas and enough comprehension of the importance of followers as well as an ideal leader for this team simulation performance.
After readings with deep thoughts, our third reunion was wonderful and very productive! My team members were very keen and accountable and fully on their role. Some of them even had brilliant ideas throughout the discussion.
I found the weekly readings valuable. They give me good guidance about what I am should be doing now and what the members of my team should concentrate on. At the start I worried a bit too heavily about my team but I think this made me keep going and helped me get a chance to seriously think about what really is ‘working as a team’ like. Although we only got one step closer to a real team, I am very excited to conquer all the conflicts we will face in the future. Together, we will undergo strongly every time we encounter difficulties.
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve.Harvard Business Review, 83(7/8), 136--146
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