Challenging role of leadership in self- managing teams

Leadership in today’s self-directed team environment requires an adjustable transition. An adjustable transition (in this case) is a two-fold definition that is defined as:

1. An organization or management’s ability to shift from one capacity of operations to another without risk mitigation techniques of potential detriments that may hinder productivity within an organizations internal and external environment.

2. The ability to adapt and operate according to changing trends and technological advancements within the marketplace. Teams are primarily impacted by the ongoing necessity of change within the realm of organizational practices.

Leaders also possess the role of being a transactional and transformational leader. In some cases a transactional and transformational leader can be used interchangeably, however, it all depends on what a leader is trying to achieve and what direction the team or organization is trying to go. Leaders for centuries have acquired the task of building generational success by motivating and greatly influencing teams to be more productive and competitive, thus eliminating the elements of counter productiveness, lackadaisical functionality,

and/or mediocrity from low-tier employees or team members. In many cases a leader’s role is to function as a productions specialist in which case a leader oversees the mode of a product throughout the developmental stages from the collaborative process to the finished product/end result. An effective leaders’ core responsibilities includes the following:

? Assessing an organization or teams overall operability.

? Determine which course of action to take, i.e. which plan to utilize to enter the marketplace.

? Delegate core responsibilities to the most skilled individual whom is able to fulfill corporate obligations of
product completion.