The "Ms" in "team"
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by Gilad Chen |
My research focuses on team leadership, particularly on how team leaders can enhance motivation and effectiveness in work teams. Two recent studies I've conducted challenge current team leadership practices, which emphasize management of a team without paying attention to the individual members within the team.
In one study, conducted on project teams in the high-tech sector, I found that motivating individual newcomers who join existing teams is critical to enhancing the effectiveness of both the newcomer and the team. Specifically, this study found that the more mutually trusting relationships team leaders and teammates develop with new team members, the more motivated the newcomer is to perform their role in the team well, contribute to the team's success and even remain with the organization.
In a second study conducted on teams in the service industry, I also found that relationships team leaders develop with each team member motivates members to perform their individual roles in the team well. However, while developing positive individual relationships with members is key to enhancing individual performance in the team, it is not sufficient to promote team effectiveness. To facilitate collective team performance, this study suggests team leaders must instead create an empowering team climate that emphasizes high productivity norms and team self-management.
This research suggests that team leaders need to manage their teams as multi-level systems by simultaneously employing different and complimentary strategies to enhance individual and team performance. Managed with both the team unit and the individual employees in mind, companies can develop a more effective workforce, with the cost and profit benefits that follow.
Thus, in contrast to the oft-heard team slogan "There is no 'I' in'TEAM,'" this research indicates that managers should not overlook the "Ms" — or members — in their work teams.
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