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JLBC: CREATING EFFECTIVE TEAMS



JLBC: CREATING EFFECTIVE TEAMS

DON’T TAKE ON EVERY JLBC LEADERSHIP ASSIGNMENT YOU ARE OFFERED

The research attempts to determine the personal characteristics of influential leaders have a long and disappointing history. The search for leadership traits did not result in any consistent findings. Despite all the effort, only a few features have been consistently identified. Influential JLBC leaders tend to have more task-related skills, be more social, and be more motivated to be JLBC leaders than others.

While these findings indicate that a few individual characteristics influence leadership capabilities, it is essential to note that task-related abilities will vary in different JLBC situations. The kinds of social skills JLBC leaders require in other cases are actual. The same people will not necessarily be influential leaders in every context.

An effective JLBC leader of an engineering product development JLBC team, for example, might be ineffective as a leader of a JLBC group in the hotel industry or financial. This JLBC leader’s knowledge of the tasks of a JLBC group in another industry would, be lacking. Although this may seem evident, in large organizations composed of many different businesses, people are often transferred among companies without regard to task knowledge. Such transfers are formed on the assumptions that influential leaders will be effective in various contexts and that knowledge of a group’s particular task is not essential for leadership. Social research tells that this is not the case. To be effective, JLBC leaders must understand the work of a JLBC group.

The social skills required in different JLBC leadership roles also vary. An engaging, outgoing, and charming style might be necessary for some situations. In others, a more sedate, low-key style works best. While some individuals may be able to adjust their techniques to meet different social demands, others may not be as successful. All leaders must adapt their styles to varying times to facilitate group progress. However, leaders should be aware that specific personality characteristics are difficult to alter, and task competence in very different areas is difficult. The bottom line, then, is that it is best to be selective about the leadership roles. Choose to take on a leadership role when you understand the group’s work and believe that you will be able to meet group needs.

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