Essays on Interrelationships between Effective Leadership, Decision-Making & Empowered Self-Managing Teams Coursework

Download full paperFile format: .doc, available for editing

The paper "Interrelationships between Effective Leadership, Decision-Making & Empowered Self-Managing Teams" is a great example of management coursework. The process of decision making, effective leadership, decision making in addition to the application of self-managed teams may be so beneficial to an organization. These three factors work together to form an inter-relationships; that is very essential in creating efficiency in organizations. This is evident for leaders who use decisions making skills and competence to carry out their functions effectively. Effective leadership Effective leadership involves the following: (a)Effective leadership begins with what is the recognition of effective Leadership Qualities Effective leaders have many common qualities.

These qualities extend to influence how leaders make their decisions, with respect to giving teams the freedom to manage themselves. Effective leadership requires leaders who portray the following traits: (i)Listen openly to others A leader is required to listen to people he leads, as well as, other stakeholders of the enterprise. Listening skills are very important for the effective functioning of a leader in an organization. There is a need for an organization to establish leaders, who possess listening skills, for this will help them to be effective in understanding, both the demands of the organization and that of workers.

A leader should also be sensitive to listen, so as to come up with effective decisions that can push an organization upwards. (ii)Offer and accept constructive suggestions Besides a leader just having the ability to listen, there is a need for a leader to have the ability to offer and accept constructive suggestions. Through the listening processes, constructive suggestions will be raised; an effective leader should identify the constructive suggestions, out of all that is raised, for through it, then solid solutions can be arrived at.

This also calls for decision making, for a leader has to come up with a decision by giving considerations to the constructive suggestions. (iii)Give clear directions This is what requires much of the application of decision making. A leader should be able to give clear directions where needed. Many organizations are involved in processes that require collective responsibility from workers; however, an effective leader bears the greatest responsibility to give clear directions to workers. These directions relate to what workers are to do, how they should do it and by whom the responsibility is left for performing the task. (iv)Set and meet deadlines Work would always be arranged the order of priority and with some deadlines attached to it.

It is paramount for an effective leader, to monitor the priority of those tasks and ensure that deadlines set arrive well at. Any work that is brought down by a leader should first be broken down to feasible bits, arranged into priority levels, tagged with particular deadlines then implemented by observing the timeline of the set deadline. (v)Give formal and informal presentations For leadership to be said to be effective, there is a need for a leader to have the ability to give a formal and informal presentation.

A leader portrays the image of the organization; therefore either informally or formally, he would give the picture of the organization through his/her presentation (Schein, 1992).


Bennis, W. & Nanus, B. (1995). Leaders: The Strategies for Taking Charge. New York: HarperCollins Publishers.

Bellamy, L. (1994). Team Training Workbook, Arizona State University. Retrieved April 4, 2011, from

Block, P. (2002). The Answer to How is Yes: Acting on What Really Matters. San Francisco: Berrett-Koehler Publishers.

Development Dimensions International. (1995). Self-Directed Teams: A Study of Current Practice. Chicago: SAGE Publishers.

Holpp, L. (1996)."Self-Directed Teams are Great but They're Not Easy." Journal for Quality and Participation, December, 3, 64 - 70.

Johnson, D. & Johnson, P. (2000). Joining together: Group theory and team management skills. (7th. ed.). Boston: Allyn and Bacon.

Kline, N. (1999). Time to think: Listening to ignite the human mind. London: Ward Lock Wellington House.

Kline, N. (1999). Designing Effective Organizations: The Sociotechnical Systems Perspective. New York, NY: John Wiley & Sons, Inc.

Schein, E. (1992). Organizational Culture and Leadership. Califonia: Jossey-Bass Publishers.

Shonk, J. (1992). Team-Based Organizations: Developing a Successful Team Environment. Ilinnois: Business One Irwin Publishers.

Silverman, L. (1995). Using Teams to Achieve Customer Satisfaction and Optimize Business

Performance. London: Cengage Publishers.

Zawacki, R. A. & Norma, C. (1994). Successful Self-Directed Teams and Planned Change: A

Lot in Common. London: Spring Publishers.

Download full paperFile format: .doc, available for editing
Contact Us