Editing Team (section)

== Leadership ==
The “team” portion of team leadership is based on individuals and how each share the work between one another. First, individuals must see that they are a team, not simply a group. Each member takes on a portion of the group's leadership and responsibility. Each member helps other members to see their strengths and how they complement each other.

Second, the team sets result driven goals. To achieve this, the designated leader guides the team based decision making process. The team clarifies or agrees on attainable goals. Additionally, they agree on steps to obtain them. Furthermore, the team determines if they need to take an immediate action, or if they can simply watch a situation for a period of time.

Third, if the team decides to take an action, it may be something they change internally, such as clarifying their goals, receiving training, collaborating, or building commitment as a team. If not internally, this action can be something they will act on outside of the team, such as networking with others or negotiating for support.

Lastly, the team's leader will contribute by finding ways to improve team work. This may be done through questionnaires given to the team. These can address any problems, or seek avenues the team would like to see improved. A strength of the team is its continuous stride for improvement and openness to interventional assistance.

In <u>Leadership – Theory and Practice 7th Edition</u> by Peter G. Northouse, he states that, “A team is a type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals,” (Northouse, 363). Overall, the team will lead each other to bring forth their own individual ideas and strengths, which create opportunities for great success.

A common myth is that to function effectively, teams need a strong, powerful, and charismatic leader. In general, leaders who control all the details, manage alle the key relationships in the team, have all the good ideas, and use the team to execute their "vision" are usually overworked and underproductive.<ref name=":3" />

Teams are in need of transformational leaders not more managers, with the important caveat that the world does not function well without managers. [[Transformational leadership|Transformational leaders]] engage in the following behaviors:<ref>{{Cite book|last1=Bass|first1=Bernard M.|last2=Riggio|first2=Ronald E.|date=2006-08-15|title=Transformational Leadership|journal=BMJ: British Medical Journal|volume=331|issue=7516|pages=560|doi=10.4324/9781410617095|pmc=1200593|isbn=9781410617095}}</ref>

* Idealized Influence: The ability to engage other people by your actions. They like the way that you do things, they like the way the you treat people, and they like your approach to problems. Charisma is often associated with idealized influence.
* Inspirational Motivation: The ability to inspire others with your vision. Those who lead with inspirational motivation will enable their followers to achieve things they did not believe were possible.
* Intellectual Stimulation: The ability to stimulate others to be creative and challenge preconceptions they possess. This behavior enables a leader to tap into creativity as a competitive advantage.
* Individualized Consideration: The ability to truly know those that you wish to lead. This behavior enables leaders to realize and draw out the full potential of others.