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[Author’s Name]
[Instructor’s Name]
[Course Title]
[Date]
Nursing Leadership

Purpose Statement
Purpose statement: To describe the differences between poorly and highly functioning teams and their stages of transition.
A team that functions well can be more productive than the mere sum of the individuals' work; team members may also enjoy their work more. Poorly functioning teams, however, can make life miserable. They can increase turnover and actually retard productivity.
It's not easy to change a poorly functioning team into a high performer. Teams tend to stick in whatever mode of functioning they develop.
Teams should be able to commit to a shared goal, to listen and respond to others in an objective and productive way, to take on different roles in the group in order to accomplish shared ends, to be open and honest with one's ideas, concerns, and values, to be a leader as well as a follower and to not carry hidden agendas into team meetings.
Team leadership differs from traditional top-down leadership in the following ways (Bradford, 1976, as adapted by Yukl, 1989):
1. Responsibility for group effectiveness is not on the leader's shoulders but is shared by the group.
2. Control over the final decision is not held by the leader but is best left to the group.
3. The importance of one's position and power are de-emphasized in team leadership.
4. The leader perceives the group not as a set of individuals but as an "interacting and collective team."
5. The task-oriented functions of the team are not performed only by the leader but are shared by the entire group through its new roles.
6. Group maintenance functions are not performed systematically but are emphasized and shared by the group as a whole.
7. Socio-emotional processes and interactions, while mostly ignored by leaders in top-down settings, are observed closely by team leaders
8. Expressions of members' needs and feelings are not discouraged but are encouraged by team leaders and are dealt with openly in meetings.
Poorly functional teams According to Katzenbach and Smith (1993), resistance to working in teams is often the result of:
· Lack of conviction that teams are worth the effort
· Discomfort and riskiness for individuals
· A school that lacks clear focus on performance and success
Each of these sources of resistance can be overcome. Lack of conviction can be eliminated as the group develops common goals and starts to work together. Discomfort in a team setting can be reduced when individuals are encouraged to speak up and feel more comfortable in the group. A weak focus on performance and success in the school can be remedied as common goals and a shared school vision are developed.
First, realizing it had enormous problem-solving strength but virtually no one to direct the team's energy and follow through on solutions, a poorly functional team brought in a manager from another department. A manager has a unique and critical set of natural abilities that make it easy for him or her to provide leadership and direction.
Next, that team has to recognize that it needed to pay more attention to the one or two members who were strong in logical problem solving. These people became leaders of the research and strategic planning efforts of that team. One of these members becomes the recorder for team meetings: issues were not decided until she was satisfied that all the problems were thought through and that there was a working plan for implementation.
That team goes from being an under performing and frustrating group to be the company hot slot. Unlike in systems, this change occurred quickly and it continues to endure. By learning and using a shared neutral language of abilities, and by using this to create a team profile, a poorly functional team was able to come to a shared team vision for how they wanted to accomplish their major roles in the organization.

Summary
As we have seen in the article, the managers act as a role model to the team and once a team has grown in any functioning direction, it is very difficult to divert and change the course of its performance.

Works Cited

The Wisdom of Teams: Creating the High-Performance Organization, 1993 by Jon R. Katzenbach and Douglas K. Smith

Yukl, Gary (1989). Leadership in Organizations Englewood Cliffs, NJ: Prentice Hall, Inc.