As a scrum master and a situational leader the one weakness that cannot be avoided is the need to constantly adjust my leadership style based on the situation. I am required to focus on short term goals along with the end objective, but this sometimes causes an inconsistency. The team can feel like they are being stretched in different directions. With the four teams I have to shuffle my approach for each of them, and sometimes the aligning of features between the teams can be chaotic. Especially if the team members of one team are not able to complete their part for the next development team to continue work, I have to change the view of the goals. This leads to an adjustment in work and does cause confusion. For this reason, I consider …show more content…
Situational leadership requires making judgment on the task knowledge of followers and human behavior assessment. I always have to understand the impediments that arise and then based on that I have to make judgements as to if how to allocate the work or if the work needs to be pushed to a future iteration. This is a big challenge for me and I would say it is a weakness for the job role. As a leader when we make the judgment call for a work it might not be accurate and there is a possibility that I am both over or underestimating the effort or the ability of the team members. This sort of judgment can lead to wrong decisions and a delay in the deadlines of the …show more content…
Develop an effective coaching and selling strategies.
As I analyzed my strengths and weaknesses I have concluded that, adding the following three skills to my leadership skill will be beneficial to me as a leader.
I. Determining ability and skillset of my team members – As a situational leader it is important to know the maturity level of all my team members. This information will assist me in properly assigning work and determining efforts.
II. More focus on the types of task and the hours assigned to team members - If I track both items daily, it will enable me to determine my team’s competency and velocity as to how they do their work.
III. Develop an effective coaching and selling strategies – I need to be more effective in guiding the team to the end goal. The team needs to understand the objective of the project along with how it fits into the organization. Working on coaching and selling this to the team I will be able to assure that our visions match across the team. Through this analysis, I’ve recognized that my team members do not have the same level of technical skills and competencies. If I start working closely with them and getting more involved in their execution of work, I can help them become more
Before taking the StrengthsFinder® assessment I didn’t know what type of leader I was, but I felt I had leadership traits that I could not describe. After answering several questions from the Clifton StrengthsFinder® 2.0, I found out my top five strengths. These strengths consist of individualization, arranger, learner, input and responsibility. The purpose of this paper is to go over my top five strengths to talk about which four domains of leadership these strengths fall under, how class material is applied, and the actions to best utilize my strengths.
...ion and decision is going to be black and white. When things do not seem clear it is important to be flexible. In times of change not everything is going to be clear cut. The leader needs to work with the team to keep open communication so everybody can be on the same page and work through the hard times together.
In order to become better leaders, individuals need to identify their strengths and weaknesses. Though individuals can identify strengths and weaknesses through formal processes, they can also use informal means such as self-reflection. The fact that individuals have a tendency to gravitate toward the things they do well, things such as ease of learning, tendency to participate in certain activities, and satisfaction gained from performing specific tasks can provide clear pointers to underlying talents (Key-Roberts, 2014).
Dependent on the individual or situation, an effective leader must be able to adapt their leadership approach (MindTools, 2013). Hersey and Blanchard made a distinction in the levels of maturity that can be engaged in situational leadership; telling, selling, participating, and delegating (MindTools, 2013). Sue validates this understanding with the shift mentioned previously. A new team member still has considerable amount to learn when starting. In this case, Sue shifts between the telling and selling style to be able to provide beneficial instruction and monitor their work. Having the appropriate amount of support and guidance helps to leads to the shift between participating and delegating, which depends on the task that Sue assigns to the team
Leaders don’t have the availability and expertise to know all much less do all in the business world. Knowing one’s own strengths and weaknesses is beneficial to become an effective leader. This understanding allows a superior to know, when they can effectively deal with a situation or when one of their colleagues or subordinates would be better suited to handle the situation. Moreover, this information allows for the boss’ own personal growth and mentorship of others.
I chose this assessment because I believe is it important for all leaders to be self-aware of these skills, as all three are needed and continually improve these skills. From this assessment, I
“The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from the team leaders (Developing Management Skills).” ... ... middle of paper ... ...
...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.
According to Grossman and Valiga’s Leadership Characteristics and Skills Assessment, the interpretation of scores for perception of what makes a good leader gave me the following results: good perception of a good leader and the scores for perception of your own ability to lead resulted in low perceived leadership ability for myself (Grossman and Valiga, 2013). With these results, I have concluded that I have low confidence in my leadership skills and ability. This would be an area of improvement needing work on my part. Part of being a good leader is being confident in one’s abilities and skills. Who would want to follow a leader who has n...
...team dynamics “depends largely on how willing team leaders are to share authority, responsibility, information, and resources”(p.119). Hence, it is important that managers are actively involved in the development of teams, address conflicts immediately, and allow team members to participate in the planning, decision making, and problem solving in regards to team goals.
When composing a team, your ideal team will consist of individuals who have the skills and experience to accomplish the task, as well as, the motivation needed to be successful. (Dyer, 37) Team composition is the configuration of a team, normally based on attributes of the team and the task given. The team leader’s job is to identify those individuals who will benefit the team in completing the task. Effective team leaders set the clear vision of the team’s goal, establish a clear direction towards achieving the goal, motivate team members, include the ideas and opinions of team members in decision making, and coaching those who struggle through to success. Successful teams should include members that have strong technical skills, knowledge
Being a leader you need to be in tune with your talents, strength’s, and weaknesses. Personally I feel I have many skills and talents. I am a great friend, I’m trustworthy and dependable. I can step up to the plate if needed and I can take control of certain situations without being told to. I love writing and being able to express my feelings or thoughts through writing and poetry. Along with my talents and skills I also have weaknesses. Knowing your weaknesses is twice as important as knowing your strengths in my opinion. One weakness of mine is being motivated. Once I start a task I will finish it and put 150% effort into it, but actually starting the task is my problem. Another weakness of mine is change. I have a problem with drastic change; I have a comfort with familiarity. With every leader there is going to be strengths and weaknesses and I think it’s very
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
As I develop my team I am looking for the challenges and norms that the forming, storming and norming stages of team development will possibly experience. The focus of this theory is to become a more effective team. Following through with these stages we can become an effective team, however the challenges and norms we will face normally most teams go through. Starting out with forming my team we will face a few challenges as we begin orienting ourselves and becoming familiar with each other. With different personalities coming together there may be some biased perceptions that may cloud the members ' judgement of one another. A challenge that we face has to do with different aspects of each member 's personality, skills and setting the terms as to what needs to happen when making decisions as a team. This first stage is crucial because of the manner of getting to know who you will be working with and recognizing everyone 's goals to see if you all fit together; it is like building a puzzle. However excruciating this may sound, creative minds can sometimes make great decisions and other times can bump heads and unfortunately waste time when trying to make decisions to accomplish the work. The storming stage is where some conflict begins to arise in the team as we look for solutions. There will be confrontation as the team members will look at themselves as individuals versus
Similar to understanding the context of the team, to effectively manage and understand the composition of the team it is important for the team and its members to answer the following questions: “(1) to what extent do individual team members have the technical skills required to complete the task?; (2) to what extent do they have the interpersonal and communication skills required to coordinate their work with others?; (3) to what extent are individual team members committed to the team and motivated to complete the task?; and (4) is the team the right size to successfully complete the task?” (Dyer & Dyer,