Lencioni’s model would be the most appropriate for evaluating team effectiveness. This model includes five vices that describe the bad qualities of a team. Lencioni’s model shows that a group will cease to exist if team members have at least one sin (Lee). This model helps the leader look for problems in his or her mentees. Instead of answering the question, “What makes a team successful?” he answers the question, “What does not make a team successful?” I believe this model will help build an effective team. Lencioni’s model helps leaders find the problem from the inside out, so it would be ideal for building a team. According to Lencioni’s model, a healthy organization has fewer politics and confusion but more morale and productivity. A healthy organization consists of four disciplines: creating a good management team, a transparent organization, implementing innovative processes, and rewarding and recognizing employees. Mastering and implementing them increases the organization’s chances of success in the marketplace.
The composition of the team greatly affects its efficiency and quality of work. A leader must choose his allies carefully because only people who truly love what they do will achieve great results. For example, some companies interview only the team manager, while others invite team members to interview newcomers. According to Tuckman’s model, it is recommended that interviews be completed in the presence of all team members (Jones). If uneducated people and workers with no interest in the group’s success are included, all team members will fail.
Trust plays a big role in building an effective team. The emotional component of trust is based on assessing the partner’s goodwill, common values, and motives: goodwill, openness for successful problem solving, motivation to achieve a common goal and decency. Employees are afraid to voice their opinions, are reluctant to ask for help, and do not offer support to others. Participants are rarely interested in their colleagues’ views and experiences, but they do not express dissatisfaction or criticize other workers, and employees avoid meetings. Lencioni states that trust is difficult to build quickly, but it is possible (Lee). His model of effective team development describes several exercises that a team can try to develop confidence among colleagues. I worked in a team with a high level of trust between the members. There were difficulties at the beginning of cooperation, but my colleagues were very kind and offered their help. Because each team member was responsive and willing to help, we built good relationships among the employees. The leader maintained trust among team members through conversations. He taught mentees to communicate and not be afraid to ask for help, and he only took on new people in consultation with team members. In this way, he created a team with high trust.
In the team where I worked, employees were more likely to avoid difficult topics than to discuss them. This applies to conflict: it is easier to avoid conflict by keeping silent than by discussing everything and finding the root of the problem. According to Lafasto and Larson’s model, the organization should provide adequate support and resources, not create obstacles (Onorato and Zhu). Each team member should be willing to help their colleague, and when conflicts arise, resolve them and continue working without holding back resentments that can destroy the relationship between colleagues.
Whenever there was a disagreement in my team, the leader tried to listen to everyone and come to a common solution. The Lafasto and Larson model states that a team needs the right team members and a good leader (Onorato and Zhu). Building an effective team and achieving certain successes is impossible without a good leader. A leader forms an effective team around himself. He needs people who share his ideas, can offer unconventional solutions, and take responsibility for his work. A leader seeks to collaborate with the team, not subordinate it to himself. A good leader works to build trust with team members; they allow employees to set their deadlines and workloads and do not control their every move.
Works Cited
Jones, Dr. “The Tuckman’s Model Implementation, Effect, and Analysis & the New Development of Jones LSI Model on a Small Group.” Journal of Management, vol. 6, no. 4, 2019.
Lee, Chelsea. Building Blocks of Effective Teams; Understanding How the Five Behaviors Model Impacts Team Effectiveness. Diss. AZUSA PACIFIC UNIVERSITY, 2022.
Onorato, Michael, and Jishan Zhu. “Building Students Team Leadership Skills in Higher Education.” Academy of Business Research Journal, vol. 2, 54-72. 2019.