After working in many different organizations, levels, and positions, I contend that working with teams is better than working individually. Working in a team has membership benefits such as predictability in an organization, which is paramount in reducing laxity. For instance, I have found that members of efficient teams are aware of what they are expected to do, which often increases their performance indices. Teams also increase efficiency since they counteract coordination loss and maximize the utility of resources, which is a motivating factor (Gabelica, Van den Bossche, Fiore, Segers & Gijselaers, 2016). Besides, ones feel more satisfied with a team compared to lone working. Griffith & Dunham (2014) explains that teams foster improved social relations and better outcomes in task achievement due to collaboration.
I enjoy working with teams since they give room to experience and exercise leadership styles and skills. In all the teams that I have worked as a member or a team leader, I have found that every person bears responsibility for the team. Griffith & Dunham (2014) explains that teams are an ideal platform for directing, coaching, supporting, and delegating. The four leadership elements are essential since they facilitate smooth operations and professional growth. They also maximize on effective leadership; thus, smooth organizational operations (Salehzadeh, 2017). That way, I have utilized teams as a platform to learn, exercise, and perfect leadership skills, which excites me since I value growth. For instance, when I began working in the fields, I was not a good collaborator. Working together with other people was challenging because I often felt that processes were too fast or too slow for me. Now, I a better team player with polished collaboration skills. I enjoy involving with others and celebrating success together with them.
Additionally, I enjoy working with teams since they enhance professional and personal growth. I have rigid dedication and determination to become a good example, especially to the younger generations. This inspiration has come from my daughters and grandsons, whom I adore. I want to illustrate to them that they should never give up by maximizing my professional and personal growth. For instance, I have perused y degree in Organizational Leadership for nine years on and off, and I anticipate to graduate in 2021. After working with many teams, I have also developed great social skills such as emotional intelligence, which reduces the complexity of interpersonal relations in a team (Griffith & Dunham, 2014). Nevertheless, I have weaknesses, such as becoming very nervous when addressing teams for a long period. However, teams are always supportive, and I am ever challenged, which allows me to learn and improve. For these opportunities to personal and professional growth, I enjoy working in teams so much.
Besides gaining from working with teams, my attitudes and beliefs have also impacted others. For instance, I believe that everyone experiences emotions, whether they are emotionally expressive or not. Hence, I intentionally make favorable environments for emotional expression by strictly condemning stereotypes and prejudices in teams. This belief spreads quickly to team members, fostering trust, which is good for a team (Cragan, Wright & Kasch, 2009, p.159). However, as I am skeptical about some innovations and improvising techniques for younger generations, this has often led to delays in operations. Nevertheless, the team spirit always keeps us working towards the same goals, which is something I am excited about.
Cragan, J., Wright, D., & Kasch, C. (2009). Communication in small groups. Boston, MA: Cengage Learning – Academic and Professional Group.
Gabelica, C., Van den Bossche, P., Fiore, S., Segers, M., & Gijselaers, W. (2016). Establishing team knowledge coordination from a learning perspective. Human Performance, 29(1), 33-53. doi: 10.1080/08959285.2015.1120304
Griffith, B., & Dunham, E. (2014). Working in teams. New York: SAGE Publications, Inc.
Salehzadeh, R. (2017). Which types of leadership styles do followers prefer? A decision tree approach. International Journal Of Educational Management, 31(7), 865-877. doi: 10.1108/ijem-04-2016-0079