In the 21st century, the capacity to lead teams has become a critical ability for the leaders and the managers. However, as it happens with teams, one sometimes does come across malfunction members who can be classified as being a slacker or an obstructionist. A slacker is a team member who shirks work or responsibility, not out of inability or incapacity, but owing to a natural and personal inclination to do so (Holpp, 1998). An obstructionist or a toxic group member is usually an individual who methodically and systematically impedes and blocks the progress of a project (Holpp, 1098). Hence, team leadership essentially involves the talent and the ability to deal with all forms of members in a team, be it the slackers or an obstructionist. As per the existing knowledge and theories of team management, the best way to deal with a slacker or an obstructionist is to follow a mixed approach, which aims at confronting the inherent propensities of such people, to bring them out into the open, while accompanied by soft tactics like acknowledging one’s best qualities and by motivating one to contribute to team effort (Holpp, 1998). Such a hot and cold approach towards the personality types under consideration is bound to yield the desired results, because of its moderation and versatility (Holpp, 1998).
A slacker shirks responsibility or work does not mean that one is devoid of talent, skills, insight or aptitude. So, simply speaking, a slacker stands to be a potential asset for a team if somehow one figures out a way to make one work (Holpp, 1988). Usually a slacker tends to avoid or by pass responsibility because one has a perception that the other team members are not consciously aware of one’s tactics of or predilection for d...
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... that long ingrained negative tendencies and habits cannot simply or only be cured by avoiding them or by trying to win them over by extending praise, motivation, rewards or incentives (Holpp, 1998). In a team scenario, one can only solve a problem by actually facing that problem. So, whether it is a slacker or an obstructionist, one cannot correct a problematic team member without confronting one. Of course, the problematic team member may not always end up becoming cooperative after a confrontation. Still, this should not serve as an excuse for ignoring or avoiding a problem that is holding a team back. An effective team leader is always left with two options, either to make a team member work or to chuck one out. And both of these options ultimately amount to confrontation.
Works Cited
Holpp, Lawrence. (1998). Managing Teams (1st ed.). New York: McGraw-Hill.
What are some common threats to each of the essential conditions for successful team performance? What are the psychological factors underpinning these threats?
1. How might different aspects of teams and teamwork contribute to team members thinking about quitting their jobs?
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I know a person that I can consider as ineffective leader. He is very inconsistent, resilient in obtaining incentives, inconsiderate and unprofessional in dealing with people and doing his work. He is wor...
...y, a leader cannot control every aspect of the team or project working on, ergo an effective leader must understand this and adapt their leadership mind to different scenarios. Even the most inspired and passionate team still experiences rough patches no matter what the leader does. The best thing an effective leader can do in this situation is to remain professional and keep a tranquil attitude.
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... resolution via coaching, constructive criticism and positive actions. Additional measures may need to be taken should behavioral issues persist to include the termination of team membership and/or repercussions for non-active participation. Resolving negative issues by turning performance around can only be accomplished when team members clearly understand their role within the team and the importance of their participation. This occurs with the encouragement and support of all team members; hence team morale improves in addition to team productivity, efficiency, and effectiveness.
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In the workplace it is essential individuals understand both their own personalities and also how to interact with other people based on their personalities. “Understanding others and how they function is a first step towards having good interpersonal relationships in the work environment and thereby enhancing personal effectiveness” (Chauhan & Chauhan, 2006, p. 357-358). Individual personalities can vary greatly and it is highly possible for different personalities to clash when working together, particularly in team situations. Different personalities within work groups help to influence the team performance in two distinct ways. Firstly, as an input factor, which...
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Not all of the teams work well. Such problem as free-riding, or social loafing, is quite a common one and is very difficult to resolve. A lot of managers and teachers struggle with it. Each and every team should have these 3 key elements: “Interaction, Information sharing and Influence over decision making” (Michael West, year).
The area of team leadership attracts a lot of attention in the modern world because of the need to assemble and deploy diverse teams for the completion of projects. The future of many corporations relies more and more on the kind of team leadership they have for their projects. This paper explores a number of facets that constitute effective team leadership.
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