Assessing Your Own Leadership Capability and Performance

Tuckman 's model suggests that as the team moves through the stages of development members are concerned with resolving both inter-personal relationships and task activities. During the forming stage, members complete initial assessments of inter-personal relationships and norms, and attempt to identify the nature and extent of required task activities. The storming stage is characterised by intra-group conflict in respect of both inter-personal relationships (as behaviour norms and leadership have yet to be established) and task activities (caused in part by emotional

d different leadership styles, such as: the trait approach to leadership the behavioural school (McGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Schmidt, Adair) leaders and followers (Servant Leadership, Team Leadership, Transactional and Transformational) dispersed leadership The key responsibilities of the leadership role in terms of: taking responsibility contributing to overall vision and goals setting and providing guidance on values setting direction for significant programmes or projects stimulating innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals communicating and motivating supporting and developing programmes, projects, teams and individuals modelling appropriate behaviour representing the team and feeding back its experiences and views protecting the team and its members Assessing the impact of different leadership styles Organisational values and acceptable standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission Management Standards Centre (MSC)

In 1965, B. Tuckman published his idea of how groups assemble by using his ‘Forming, Storming, Norming and Performing model’. You could say that his theory is a helpful explanation of team development, but they may differ from one individual to another. The model does explain how the team develops its maturity, through establishing working relationships. It also connotes the leadership style changing; from a directing style, to coaching, then participating and delegating before almost being detached.

Strong and effective leadership is one of the most significant factors in determining the success and durability of an organization or group (Huber, 2014). A health care professional that is able to identify their own style of leadership can develop their unique characteristics and skills and become a better leader, as well as develop and improve relationships with other leaders and colleagues (Giltinane, 2013). In this paper, I will discuss my style of leadership based on the completed self-assessment and describe what leadership and management theories align with my leadership style. I will also discuss the type of work environment and three key actions or behaviors that I must demonstrate to be a successful leader.

Before I took the Leadership Skills Questionnaire, I took a moment to read the role of a leader, and selected the two types of leader I categorized myself as to be (1) Transformational and (2) Charismatic from the list. It is interestingly to notice that my Leadership Skills results were exactly the two styles that I have chosen. According to the Leadership Self-Assessment, the role of the leader in the Transformational Leadership would be to motivate and inspire others. In addition, the leader would be charismatic, inspirational, role model, and work well with others in the group. This type of role resonates well with my leadership style, without a doubt. Next, is the role of the Charismatic Leadership, which describes trust, self –confident,

Over the past two decades, it seems that teamwork has become increasingly important and more companies have formed different teams and groups for various purposes (Samson & Daft, 2012). It is proved that good teams can be highly productive, however, not every team is successful (Samson & Daft, 2012). Forming a team can be time consuming and there are many problems related to teamwork, for example, social loafing might reduce the effectiveness of a team. Therefore, it is crucial to know how to develop a good team with less time and less effort. Bruce Tuckman in 1965 developed the popular model for effective team building. This model identifies four stages of team building which are forming, storming, norming and performing (Tuckman, 1965). Later on, Tuckman added a fifth stage: adjourning to the model (Samson & Daft, 2012). The five-stage team development model provides a guideline on how team works by using simple and easily understandable words. However, there are some limitations of this theory as well. This paper in the following will discuss both the utility and the limitations of Tuckman’s team development stage model. Then it will provide some suggestions based on the limitations of the model.

Bruce Tuckman is the theorist who designed the ‘Forming Storming Norming Performing’ theory in 1965. He added a fifth stage, adjourning, in the 1970s. This theory is based and focused on team development and behaviour, and the stages and changes the team makes as they mature and grow. It emphases that relationships will establish, and the leader changes their leadership style as the team progresses. This development of team behaviour and management style can be seen plainly in the Tannenbaum and Schmidt Continuum, how the authority and freedom extended by the leader to the team grows while the control of the leader decreases.

Forming – Storming – Norming – Performing was proposed in 1965 by American psychologist Bruce Tuckman.

Upon completion the three leadership assessments, I was surprised to notice several data points which revealed particular aspects about my leadership style that I had not previously perceived myself to be. One of these instances was my low “balanced processing” scores during the Authentic Leadership Self-Questionnaire, which highlighted that I tend to glance over the opinions of others in lieu of my own. These findings accurately reflect my leadership skills as I tend overestimate my own ways of thinking and can sometimes ignore others who may provide me with a broader perspective. I plan to apply these results to grow professionally by taking actions such as actively listening to constructive feedback and recognizing the value of the opinions

As mention earlier, Tuckman’s stages for developing teams was the blueprint for building effective teams. Tuckman argued that these stages were necessary to building highly effective teams (LAW, 2007). The stages were “Forming, Storming, Norming, Performing and Adjourning”. (Tuckman, 65). In the forming stages where the team meets, the teams outline the goals and agree on team roles, rules a guideline for decision making. The next stage in the model was the storming stage, this is where conflict is met, and goals are established. Conflict will arise in this stage and the team leader must facilitate the discussion and ensure that there is a common understanding of agreements. Once the team has accepted the goals, roles and rules, the team starts the norming stage this is where they begin to work in a positive direction. The leader coaches and

Through the process of assessing my skills as a leader, I have learned quite a bit of information. There are parts of the assessment that I hadn’t thought of, but the answers from my peer are what really shaped my understanding of the assignment and my leadership skills.

Tuckman’s (1965) model helps to understand the different stages of group development. The model has been developed using four stages: forming, storming, norming and performing. The model has been considered because it reflects how a group is developed in workplace by passing through various stages. It depicts the importance of working as a team in at workplace. This model can be applied when the groups are small and on the developing stage. Moreover, it gives various views about people are working together in the workplace, it also gives the team members understanding about what was happening when a group is passing through the different stages of this process. As this model is developed for the small groups and our team being on the same stage,

The cross functional team may go through several different stages of behavior. Tuckman (1965) team development stages consist of four important forms of team development. The first stage of forming allows team to have a period of going through rough patches in hopes of finding common ground with each other. The group member will get a change on strategizing objective and targets. This usually outlines a conceptual goal for groups as well as organizations. The second stage becomes storming, questions surrounding leadership, authority, rules, responsibilities, structure, evaluation criteria and award systems tend to arise during this stage. The norming stage brings clarity with goals and objective with moving forward of executing plans. The fourth

Teaming is a collective responsibility; every member is held accountable for their individual contribution, as well as the timely completion of the collaborative effort. In 1965, Bruce W. Tuckman developed a model of five stages for developing teams: "forming", "norming", "storming", "producing" and "ending" (Bookman, 2005).

Psychologist Bruce Tuckman published in 1965 a short article called "Developmental Sequence in Small Groups." In his article he developed a model which seeks to explain how a team develops over time. He used it to describe the path that most teams follow on their way to high performance. The four stages are Forming, Storming, Norming and Performing.