Most of the workers join various groups for various reasons. Research on some of the reasons that can make an employee want to be part of a given team has indicated that a majority of the workers value the feeling of being in a team because unity is strength (Wegerif et al., 2017). Research has also confirmed that the desire to be associated with a particular group such as at work has left employees susceptible to following the rules of the team. Most of the times, rules have been the central factor that holds the members of the team together. However, some of the rules may be stringent for the group members to the point of intimidating the aspiring members to follow them to the letter to be part of the groups (Wegerif et al., 2017). Most of the group leaders in modern organizations have ensured that the new members in the groups conform to the rules of the team before joining them. The idea has been advantageous in providing the cohesion of the members and their ability to follow the rules once they are members of the teams (Wegerif et al., 2017). However, most of the aspiring members to the teams have felt intimidated by the rules that appear overly strict to them. Overall, the desire of being accepted as a new member in a team has led to the susceptibility of the new workers to the stipulated rules and regulations.
Typically, being part of a group unifies the thinking of the members. Decision making as a skill among human beings advances in a group as well as it does on the individual aspects of life (Colbert, Barrick, & Bradley, 2014). The seriousness concerning a new member is different from one group to another. The severity of a group determines how the new members behave and the attitudes they have against the team as a whole. Research has indicated that joining a team with many members and a few administrators is not an easy task for the new members (Colbert, Barrick, & Bradley, 2014). That is because the member has to adopt more than a change in the process of joining a new team with many members. Researchers have also claimed that the alignment of the goals of a team to the strategic objectives of the organization is another factor that determines how the behaviors and attitudes of the group members are showcased (Colbert, Barrick, & Bradley, 2014). Typically, the new members in a team tend to take the issue of ranking in the group seriously. Thus, the new members will often check the achievements of the individuals and those of a group when they decide the kind of behavior that they want the group members to associate them with as a first impression (Colbert, Barrick, & Bradley, 2014). The achievements of the group members and the group as a whole also determine the level of seriousness that the group members hold.
Delegate your assignment to our experts and they will do the rest.
The various models of leadership used have an implication on the outcomes of organizational performance and the members' behavior (Cunningham, Salomone, & Wielgus, 2015). Effective leadership has been linked to the desirable traits of the members. One of the most effective leadership models, in this case, is the democratic leadership. Democratic leadership is also known as participative leadership. Eponymously, participative leadership allows the members of a team to take part in the decision-making aspects of the group (Cunningham, Salomone, & Wielgus, 2015). The leaders of the team interact with the members of the team more than those under autocratic leadership do. The continued interaction brings about openness, and the free flow of communication within the group and the new members feel free to voice their opinions regarding the various maters in the group as they get to know the other members better (Cunningham, Salomone, & Wielgus, 2015). The collaboration in the decision-making and implementation of activities that is brought about by the democracy practiced in the teams leads to the achievement of better results in the group activities. Research has indicated that the team players who feel free to air their views due to the openness of communication in the group tend to be more productive in the end as they have mastered the art of embracing their flaws and enhancing their strengths (Cunningham, Salomone, & Wielgus, 2015). The team members usually have learned about the value of teamwork as well, and they are ready to work with one another to achieve a common objective. They operate under the principle of being united for more strength.
Being a better manager demands the spending of more time in practice. The value of getting the members of a team such as employees to conform to the rules and regulations of the organization is revealed in the practice of an effective manager. The act of getting the members of the organization united under a manager's rule is one of the most challenging operations that the leader can undertake. Running a team for a manager is not always about creating the rules for a particular group of people to follow. The management also entails the scrutiny of the regulations to ensure that they are friendly to the members of the organization as employees and those that are aspiring to be part of it. Hence, a manager has to ensure that the rules do not make the aspiring employees of a company be deflected away due to their strictness. Additionally, placing the expectations on employees high may make their achievement too hard to attain. Nonetheless, the approach of a team or an organization to a particular matter may radiate the group's overall behavior and attitudes that are actively adopted by the new employees or the new members of a given team. The practice of democracy will make a manager closer to the employees as they both analyze the various setbacks facing them and how they can be handled.
References
Colbert, A. E., Barrick, M. R., & Bradley, B. H. (2014). Personality and leadership composition
In top management teams: Implications for organizational effectiveness. Personnel Psychology , 67 (2), 351-387.
Cunningham, J., Salomone, J., & Wielgus, N. (2015). Project Management Leadership Style: A
Team Member Perspective. International Journal of Global Business , 8 (2).
Wegerif, R., Fujita, T., Doney, J., Linares, J. P., Richards, A., & Van Rhyn, C. (2017).
Developing and trialing a measure of group thinking. Learning and Instruction , 48 , 40-50.
