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Leadership Styles in Building Teams

Introduction

Organizational leaders should possess the best communication skills. They should always use the best leadership styles. This practice will make it easier for them to achieve their goals. I am planning to design a powerful team. The members of the team will possess various skills sets. Such skillsets will ensure the team achieves most of the targeted goals (Hambley, O’Neill, & Kline, 2006). The individuals will be from different cultural backgrounds. I will also attract different individuals from every generation. I will include both women and men in the team. This strategy will create a diverse team.

Main body

The above approach will ensure every individual presents the best communication styles to the team. The first leadership style in the team will be the innovative approach. The second one will be the servant approach. The third one will be “the transformational approach” (Hambley et al., 2006, p. 5). These three styles will improve the nature of communication (Maddock, 2012). I strongly believe that these three skill sets (or leadership styles) will produce the best results. These leadership styles will encourage more members to focus on the targeted goals. Every leadership style will support the targeted goals. This approach will ensure the team achieves most of its goals.

The three styles will “add synergy to each other” (Hambley et al., 2006, p. 5). To begin with, an innovative leader can examine the issues affecting the team. This leader will create the best environment using his or her communication skills. The individual will solve problems using the best concepts. The leader will also focus on the best goals. The individual will take risks. The practice will empower every individual in the team.

An innovative leader might not achieve the best goals alone. This situation explains why I have selected another servant leader. This person will support the idea of teamwork. Servant leaders “use their teams in order to make the best decisions” (Maddock, 2012, p. 361). Such leaders empower their teammates in order to achieve the best goals. The individual will “serve others without focusing on his or her interests” (Hambley et al., 2006, p. 12). This leader will ensure every person promotes the best practices. The individual will “use the best communication skills in order to support, mentor, empower, and guide every member of the team” (Rogers, 2012, p. 49).

Transformational leadership makes it easier for individuals to work hard. A transformation leader will deal with every challenge affecting the team. A transformational leader will become “the best role model in the team” (Rogers, 2012, p. 49). The leader will use his or her competencies to produce new competencies. The person will “increase the level of optimism, commitment, and enthusiasm” (Rogers, 2012, p. 53). This leader will ensure every person focuses on the targeted mission. The individual will be ready to solve different problems.

Conclusion

The above discussion explains why my team will achieve the best gains. These three leadership styles will improve the nature of organizational communication. Every leadership style will make the team successful. These leaders will ensure the team achieves its goals. The individuals will also present innovative actions and ideas. The team will also deal with its challenges. Every member of the team will “acquire new skills such as decision-making, problem-solving, and critical thinking” (Maddock, 2012, p. 361). Such skills will eventually produce a diverse team.

Reference List

Hambley, L., O’Neill, T., & Kline, T. (2006). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1), 1-20.

Maddock, K. (2012). Ten ways managers can improve their employees’ work-life balance. Biomedical Instrumentation and Technology, 1(1), 360-362.

Rogers, R. (2012). Leadership Communication Styles: A Descriptive Analysis of Health Care Professionals. Journal of Healthcare Leadership, 4(1), 47-57.