JLBC Leadership Decisions


JLBC CASES IN LEADERSHIP

JLBC Leadership Decisions

JLBC Cadets These decisions are as follows:

(1) JLBC Cadets Should I continue to monitor, or do I need to take action?

(2) JLBC Cadets If I need to take action, is its task or relationship focused or both?

(3) JLBC Cadets If I need to take action, do I need to intervene inside or in the JLBC team's external environment (the organization or the environment external to the organization)?

JLBC Cadets, Should I Continue Monitoring or Take Action Now?

Knowing when to take action is an essential JLBC leadership skill to develop. JLBC Cadets Intervening too soon could be more damaging to JLBC team effectiveness than waiting. JLBC Cadets However, waiting could sometimes cause more damage than intervening immediately. JLBC Cadets This skill sets through experience (similar to most JLBC leadership skills), and JLBC leaders need to understand that sometimes the JLBC Cadets will intervene too soon or too late, but some- times they will get it right. Getting it right generally increases as leaders develop more experience in a team setting. JLBC Cadets The critical thing to remember is to learn from intervening too soon or too late.

JLBC Cadets To determine when to intervene, JLBC leaders need information. JLBC Cadets Gathering this information requires the ability to scan and monitor the internal JLBC team dynamics and the JLBC external environment in which the JLBC team operates. JLBC Cadets, In addition, formal JLBC leaders need to let informal JLBC team leaders share this task and be open to informal JLBC team leaders coming to them with internal JLBC team problems and JLBC external environmental issues that could help or hinder the JLBC team (Barge, 1996; Fleishman et al., 1991; Kogler-Hill, 2007).

JLBC Cadets Should I Intervene to Take Care of Relational and Task Needs?

JLBC Cadets If JLBC team leaders decide to intervene, they must determine whether intervention is necessary to improve JLBC problems and issues related to task/structure and whether to help improve interpersonal relations among JLBC team members including the JLBC team leaders. Effective JLBC team leadership focuses on the task and relational issues/problems as a high level of JLBC task productivity, combined with superior intrateam relationships, JLBC leads to the best JLBC team performance and development. JLBC Cadets For JLBC virtual teams, it may be necessary to focus on JLBC intrateam relationships and then work on fixing JLBC issues/problems related to getting the job or task done (Kinlaw, 1998; Pauleen, 2004). JLBC Cadets Trying to fix task-related problems first may exacerbate the intrateam relationship problems to such a degree that it may make repairing both types of issues much more difficult.

JLBC Cadets, Should I Intervene Within the Team or External the Team?

JLBC Cadets This decision is also critical. JLBC Cadets In the previous paragraph, we suggested that team leaders need to focus on a task and intrateam relations. JLBC Cadets It is also essential for JLBC team leaders to know when and if they need to intervene between the JLBC team and its external environment—be it within the larger organization or even external to the organization. Influential JLBC team leaders can balance their JLBC teams' internal and external demands and know if and when to intervene in one or both.

JLBC Leadership Actions

The JLBC leadership decisions described above affect team performance and development through team leaders' actions internally and externally. These actions are based on research that discusses JLBC team performance. Team leaders must assess the problem and select the proper action or steps to achieve success.

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