Building a successful team-based structure requires the identification of core strengths that drive effective leadership in a team environment. From a personal perspective, I believe that the most important strengths required to build a productive team include knowledge, innovation, experience, motivation, commitment, and risk-taking. Each of these characteristics is essential to the development of a team that will encompass these qualities and achieve the desired strategic objectives. Based upon my Strengths-Based Leadership Report (2013), I am focused, a relator, an achiever, I possess empathy, and I tend to provide significant influence in the lives of other people. Therefore, these opportunities are likely to allow me to continue on a path towards successful leadership in a team-based environment. I must also focus on self-reflection by utilizing past experiences and existing practice methods to improve the team environment and my leadership in this regard (Polchert).
I am committed to making my team the best that it can be through my own actions, perspectives, and knowledge regarding the team’s direction and focus. Since I am empathetic by nature, I believe that this attribute is essential in supporting my team and each member, particularly when he or she lacks motivation, initiative, or direction. Therefore, it is important to utilize these characteristics to impart an environment of trust so that my colleagues are able to trust in my talents and abilities to lead the team in a successful manner. However, an environment of trust also requires mutual respect and continuous support to achieve the desired team outcomes. Based upon these core strengths, I believe that there are significant opportunities for my team to demonstrate growth as it evolves under the chosen strategy.
The development of a leadership strategy based upon these core strengths requires a means of exploring the dynamics of change and progress in the context of idea generation and creativity over time. These efforts will support the ability to explore new directives to maintain motivation, commitment, interest, and creativity within the team environment. Under these conditions, it is possible for the team to develop a long-term strategy that will emphasize core strengths and challenges in an effort to produce desirable results. At the same time, recognizing that all team members do not possess the same skill levels and core strengths is critical to the success of the team environment as it evolves. As a leader, I must work collectively with my team not only as a leader, but also as a valid contributor to enable team members to realize their own potential in the team-based setting.
It is necessary to continue to develop my core strengths in an effort to achieve greater outcomes and to serve as a support system for my team at all levels. As a leader, I must also recognize my own limitations so that I do not overstep in areas where I am not familiar or comfortable with the tasks at hand. I do not expect all team members to have the same type of strengths; therefore, we must work in a collaborative manner to achieve the team’s directives. At the same time, I must serve as a viable learning resource and share my knowledge with the team by building an environment of trust, commitment, and strength. This is critical to the success of the team and its goals.
As a team leader, I must assume the responsibilities associated with this significant task and create an environment that is conducive to progress and success at all levels. This is best accomplished through an open and creative dialogue that is designed to support the continuous development of new ideas and strategies to work collaboratively as a team and to minimize conflicts whenever possible. This will encourage the success of the team experience and the expanded learning curve of all team members in an environment that is conducive to progress and growth.
Gallup (2013). Strengths-Based Leadership Report. Pp. 1-4.
Polchert, M. Reflective nursing practice. Retrieved from http://www.deltagammastti.org/docs/LeadingEdgeReflection2-09.pdf