The paper "Project Team Performance" is a great example of management coursework. A team includes people with a specific task assigned to them and who have a common goal. These individuals, who possess different skills and are of different characteristics, are very conscious of interdependence on each other to achieve any success. The team processes which include socialization, cognition, and motivation form part of any success attained (Van der Vegt & Van de Vliert 2002). Teamwork has proved one of the most effective ways for companies and organizations to go.
In fact, in the world today, many organizations hold teamwork as one of the main pillars of their success. This, in turn, has to lead to an increase in demand for project managers to organize and work with these teams. This is owed to the fact that combined talents, skills, resources, expertise, and ideas have increased efficiency and speed at which services and products are delivered (Wageman 2001). Attaining a goal is easier with combined efforts than trying it alone. This paper looks at motivation as the key to enhancing success in project team performance. The managers have a great impact on how teams perform and how accurately stated objectives are met.
This is because it is the project manager who creates and maintains an environment that is motivating to all the members (SEI_CMU 2007). The importance of motivating the members is that the more enthusiastic the members are about the project, the more likely it is to succeed (Thierry 2002a)). However, this cannot be achieved if the team lack well-established leadership that would direct it to attain common objectives and goals. The self-managed teams are in a position to make such decisions and come up with good leadership that is subject to change depending on their decisions.
The social processes in any team are affected by the kind of leadership that exists be it leadership where one person is dominant or where leadership responsibilities are shared among individuals. It is the leader within the team who is able to identify the strengths and weaknesses within each individual and use the strengths for the success of the project (Van der Vegt et al 2000)). Most organizations are relying on teamwork with 80% of all companies that have managed to employ above one hundred employees depending on this (Wageman 2001).
According to Fisher (2000), the need for teamwork is on the rise with managers spending at least 40% of their time in the activities focused on teamwork. To obtain maximum benefit from teamwork, certain leadership competencies and styles are important. Single or shared leadership can be exercised (Thierry 2002b). In the current generation, shared leadership has been emphasized since it has cognitive and motivational advantages. Shared leadership enhances project team performance as persons involved compete to secure a space in high positions (Fisher 2000).
In addition, it enhances the representation of all member groups in the sector. Understanding the needs of the team both at the group and individual levels is easier in shared leadership (Caltech 2007). This results in the implementation of appropriate measures to solve the problems and hence improved project team performance.
Caltech, 2007, Developing and sustaining a high performance team, Retrieved March 23, 2010, from http,//www,irc,caltech,edu/courses/High_Performance_Teams,htm.
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Thierry, H. (2002a). Enhancing performance through pay and reward systems. In S. Sonnentag (Ed.) Psychological Management of Individual Performance (pp. 325- 347). New York: Wiley.
Thierry, H. (2002b). Beter Belonen in Organisaties. (Rewarding Better in Organizations) Assen: Koninklijke van Gorcum. (In Dutch)
Van der Vegt, G, & Van de Vliert, E, 2002, Intragroup interdependence and effectiveness, Review and proposed directions for theory and practice, Journal of Managerial Psychology, 17, 50-67,
Van der Vegt, G., Emans, B. & Van de Vliert, E. (2000). Team members’ affective responses to patterns of intragroup interdependence and job complexity. Journal of Management, 26, 633-655.
Wageman, R, 2001, The meaning of interdependence, In, M,E, Turner (Ed,), Groups at Work, Theory and Research, London, Lawrence Erlbaum Associates.