Leadership and Team Processes

In any form or level of leadership, team leadership and team processes are crucial aspects to be considered (Zaccaro & Klimoski, 2012). Team processes is a concept of leadership that is composed of maintenance behaviors and capabilities. These processes are designed hierarchically but controlled through contemporary approaches. Team processes establish effective operational interaction among the team members in an organization. Such interpersonal relationship characteristics in the leadership of an organization influence effective communication among the members of the organization. However, for these leadership and team processes to be successful, they ought to be designed suitably and adopted as the cultural norms of the organization (within the team). Also, leadership and team processes are critical in the management of team conflicts, decision-making process and problem resolution (Solansky, 2018). Team leadership and team processes are influential in ensuring the focus on the adherence of the team’s goals and vision that are aligned to the project implementation. What makes team leadership and team processes become important aspects is their ability to recognize and appreciate the team members depending on their achievement and exceptional performance.

According to Solansky (2018), team leadership and team processes have changed over time because of reasons like management of the group dynamics, changes in the customer demand, change of technology, the increment of creativity and organizational improvement. In the leadership and team processes, communication is an essential factor. Due to the change in the customer’s demands and technological advancement, the status of communication also changes. Team leadership is supposed to express the ability to adapt to a specific situation to achieve better and adequate performance for the team. The competency of the performance in the team leadership is based on the trained situational as well as shared leadership abilities (Zaccaro & Klimoski, 2012). Due to these factors, team leadership is ever changing to be able to apply various leadership approaches to suit every team situation.

Question Three: Temporary Organizations

According to Schuller (2017), temporary organizations or frameworks are unique but predominant and pertinent administrative form, with projects as the most presented exemplars. In nature, temporary organizations are claimed to project society to identify the broader perspective of the societal shift during and after industrial revolution/society. Temporary organizations are marked by temporary and highly connected work arrangements (Janowicz-Panjaitan, Cambré & Kenis, 2009). Such advancements have influenced issues for both organizations of work along the management and institutions like corporate and labor law. The nature of the temporary organization’s approach is identified based on its difference with the traditional organization grounded on the four main features: tasks, teams, transitions and time. The most critical aspect of the temporary organization is time. Temporary organizations depend heavily on the limited functions and objectives that are of non-routine nature. A team is created around a particular task and purpose in a modified approach and guided the transition.

In understanding the nature of the temporary organization and its implications, there are some positive and negative inferences highlighted. The main advantage of the temporary organization is its flexibility and adaptability during the market dynamics (Janowicz-Panjaitan, Cambré & Kenis, 2009). Therefore, they become complementary projects to permanent organizations that ultimately encourage the permanence and stability of the projects. However, temporary organizations have negative implications. Crucial perspectives of the temporary organizations problematize the insinuations of the projectification for concerns like work-life balance, gender equity, democracy in workplace and identity control. Also, temporary organizations have a fundamental challenge in the inter-organizational of projects. This idea revolves around prospective clashing social culture/norms and the institutions emerging from a different organizational background in the project team members (Schuller, 2017). On individuals, temporary organizations have improved autonomous and independent thinking in the decision about goals achievement. However, these individuals under the temporary organizations can amalgamate temporarily and work intensively in the bid of achieving the set clear goals or objectives with no structural or hierarchical authority.