Concrete Experience and Reflective Observation
As one of the group leaders, I have to monitor not only such significant performance indicators as productivity, initiative, and other criteria for success but also the quality of teamwork. When undergoing training for a managerial position, we were taught that group formation had several stages, and each of them had its own nuances. In the process of individual practice, I have concluded that, despite a clear order, the dynamics of creating a unified and cohesive team depend on several factors, and it is impossible to unify the whole algorithm. In our production, employees are well aware of the importance of thoroughly coordinated activities since my colleagues and I conduct audits of the effectiveness of subordinates’ group practice. Those steps that we resort to during the assessment allow us to notice the gaps in the production results of teamwork and allow us to make the evaluation system more accurate and universal. Nevertheless, some general principles of evaluation help us notice the compliance of our team’s performance with the stages of group practice.
The first step that I follow is analyzing the effectiveness of performing direct duties at each stage of group development. For instance, Forsyth (2018) cites the five-step model of team development, and my task is to control the productivity and teamwork of the group at these levels. I monitor how subordinates act not only in the conditions of a unified system of employees but also at the stages of the conflict, norms acceptance, adherence to performance principles, and the achievement of success. This approach allows me to receive the most relevant information about all the processes that occur within the team.
The second step that helps me cope with the role of a leader is comparative work. Since I have been working in my field long enough, I have developed my own performance assessment system for subordinates, which allows me to understand better whether there is progress or not. As a rule, I analyze the results of activities over several periods and compare the obtained indicators based on the principles mentioned above for estimating team capacity. If any indices tend to decrease, this means that subordinates experience difficulties at a particular stage. Accordingly, my and my colleagues’ intervention is to eliminate the decline in production results and prevent the interruption of activities, which is the final step of group formation.
Theories and Principles/Abstract Conceptualization
The stages of group formation are a significant topic for learning the basics of organizational leadership due to an opportunity to review each of the steps in detail and draw conclusions regarding the best control methods. As assessment tools, special theories can be cited, which allow studying this topic comprehensively and understand the monitoring algorithm. Further academic concepts may be applied in my personal leadership practice at our enterprise.
Theory 1
The concept that provides an opportunity to study the characteristics of a particular group and the stages of its formation is the social identity theory. As Forsyth (2018) argues, this approach allows demonstrating the unique characteristics of teams and comparing these data with those of other teams for reviewing strengths and weaknesses. Such a theory may be useful for evaluating subordinates’ productivity at each of the steps.
Theory 2
Another mechanism that may be involved in analyzing group formation stages is the concept of an experiment. Mackenzie (2018) remarks that testing employee performance indicators can be based on a variable assessment approach, and the emphasis on improvement rather than retention is a priority. In other words, the efficiency of work in a team may be monitored by proposing various tasks to subordinates at different stages of group formation.
Theory 3
The methodology called the situational leadership theory “suggests that groups benefit from leadership that meshes with the development stage of the group” (Forsyth, 2018, p. 298). If the members of the supervisory board realize how important it is to monitor any deviations from the norm at each stage of teamwork, control results will be high. Therefore, such a principle of intervention may be an effective practice helping to monitor subordinates’ productivity at all the steps.
Summary
The concepts of group formation and the stages of its development are significant aspects of organizational leadership. The theories aimed at analyzing and evaluating each of the steps make it possible to assess the productivity of employees and their behavior in different conditions. The use of such methodologies helps distinguish among interventions at different levels and consider subordinates’ activities as comprehensively and deep as possible.
Testing and Application/Active Experimentation
When considering the theories reviewed for analyzing the topic of group formation, it is possible to connect them with our enterprise and with respect to my subordinates. For instance, the first concept of social identity is a valuable mechanism for daily monitoring, which is one of my immediate responsibilities. An experimental principle may be successful for increasing the productivity of employees at each stage, including the steps of conflict and execution. Finally, the situational leadership theory is a tool for interacting closely with each of the subordinates, which makes it possible to achieve team tasks efficiently and establish a stable mode of operation. Therefore, all the considered concepts are relevant in our working environment.
References
Forsyth, D. R. (2018). Group dynamics (7th ed.). Boston, MA: Cengage Learning.
Mackenzie, K. D. (2018). A theory of group structures: Volume II: Empirical tests. New York, NY: Routledge.