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Lead and Manage Team Effectiveness

Table of Contents


Team performance plan.

Support team members to achieve goals.

Policies and procedures.

Feedback methods.

Resolving conflicts and problems.

Identification of problems.

Ensuring behaviour roles for future.

Change communication.

Raise the issue with stakeholders.

Actions for the unresolved issue.

Role modelling for team members.

Encouraging the participation of staff members.

Provide feedback.

Importance of resolving performance issues.

Meeting expected performance outcomes.

Formal and informal learning opportunities.

Enhancing the two-way flow of communication.



Introduction to Transforming Professional Practice

Effective management of teams is considered essential for organisations to improve their performance and acquire growth (Wensley, 2013). Therefore, team leaders and managers need to consider numerous practices through which team members, as well as their performance, can be regulated.

This report highlights different practices, which can be considered in organisations to manage team performance. For this purpose, the report briefly presents the team performance plan, feedback methods, activities to support team members, resolution of conflicts, and identification of problems. Additionally, change communication, actions to unresolved issues, role modelling and practices to enhance two-way communication are also discussed in the report.

Team Performance Plan

Name of team member

Expected outcomes (Goals)

Actual output

Key performance indicator




To enhance the efficiency of creating reports by 30%

Efficiency increased by 20%

Reports cover all aspects of the project; reports are developed within the allocated time

15 days



To reduce the complaints raised by the customers on products and services

Issues of some customers could not be resolved

Effective communication and problem solving

5 days


Support Team Members to Achieve Goals

Managers need to assign the objectives to different team members after speculating their areas of expertise and existing skills. At the same time, managers and leaders may also demonstrate the best practices corresponding to allocated goals (Van Fleet & Griffin, 2012). It can be a great support to team members as they may adopt the demonstrated practices and approaches. Also, flexibility in terms of working hours can be provided to team members due to whom they can give their best performances.

Policies and Procedures

To ensure that the team members take the responsibility of the assigned work; procedures to source feedback can be established (Schultz & Schultz, 2015). In this manner, private sessions with the team members can be arranged in which employees ensure that they are comfortable with the assigned objectives and responsibilities. Also, policies and norms of acceptance of projects can be formulated, which will ensure that team members have acknowledged and accepted the goals assigned to them.

Feedback Methods

Leaders in the organisation may arrange meetings through which verbal appreciations can be provided to team members on their outstanding performance. Appreciations and rewards provided to one team member may also encourage others to adopt credible approaches and improve their performance level (Saunders & Iszatt-White, 2014). Also, managers may send emails to the team members in which appreciation of the outstanding performers is provided. Leaders may also highlight prominent issues with the performance and motivate team members through feedback.

Resolving Conflicts and Problems

The process to resolve conflicts and problems in team management include identification of the problem, evaluation of cause, determination of alternative solutions and implementation. These steps can be greatly effective in addressing the issues raised by team members in organisations (Behfar, Friedman, & Brett, 2016). It can be analysed that focus on evaluating the causes of the issue may help leaders in formulating mitigation plans, which may lead projects in a progressive direction. Finding alternatives is also essential to achieve set aims and objectives with different practices.

Identification of Problems

Many approaches can be considered to identify potential problems while leading teams. Comparative evaluation of outcomes may highlight the areas of concern. For this purpose, managers and leaders may focus on analysing the differences between expected and achieved outcomes (Mann, Sims & Strike, 2016). Along with this, discussions with team members should be made in which reasons behind low performances are described. Approaches to skill mapping can also be effective in identifying problems and finding potential solutions.

Ensuring Behaviour Roles for Future

There can be a focus on creating short term wins and highlighting achievements due to specific behaviour in organisations (Burns, 2014). For example, it can be demonstrated that effective communication and complying behaviour with customers and clients may bring success to the undertaken projects by teams. This way, good behaviours can be promoted, and other team members may adopt the same practices for the future.

Change Communication

Changes to be implemented by leaders in teams can be communicated by describing their needs. Leaders may address the team members and make them aware of the significance of the proposed changes (Northouse, 2015). At the same time, the leader may reward and recognise the team members who have performed after considering the proposed change. This way, other team members may evaluate the need for change as well as differences brought due to change.

Raise the Issue with Stakeholders

Issues can be raised with stakeholders through various mediums. Leaders and managers in an organisation may consider direct communication with internal stakeholders such as employees, owners and departmental heads (Pollack & Pollack, 2015). For this purpose, personal meetings can be arranged, or digital communication can be considered to raise issues. Also, issues can be raised with external stakeholders such as suppliers, customers, governments through press releases, meetings and many others.

Actions for The Unresolved Issue

Feedback from the team members can be the ultimate way to ensure that unresolved issues are being addressed. For this purpose, leaders may ask for recent reports and updates about the issues, which were raised earlier and were unresolved (Britt & Jex, 2014). Leaders and managers may look for the most feasible options or alternatives that can be considered to address issues. The study indicates the probability that practices considered by leaders do not adequately mitigate the issue faced in team management. Therefore, alternative solutions and actions can be taken.

Role Modelling for Team Members

Demonstration of best practices can be effective in guiding the team members. For this reason, leaders may assist team members and educate them about the best practices to complete the assigned responsibilities (Achua & Lussier, 2015). At the same time, leaders can also encourage team members to put more efforts in finding solutions to problems and acquire achievability. Leader and managers can educate how practices adopted by them provided desired outcomes.

Encouraging the Participation of Staff Members

Recognition of the efforts given by the team members by the leaders can be a remarkable practice to encourage the participation of staff members. Leaders may provide recognition and appreciation on the efforts as well as the achievements of team members (Wang, Waldman & Zhang, 2014). Along with this, provisions for extrinsic and intrinsic can be considered. Employees work in companies to acquire their livelihood. Therefore, practices of rewards and recognition may motivate staff members to participate in the undertaken project immensely.

Provide Feedback

Leaders may set various milestones for team members in organisations. These milestones can be linked to certain financial and verbal rewards. Financial rewards are extrinsic rewards such as bonuses, hikes and salary increase (Driedonks, Gevers & Weele, 2014). Verbal rewards are intrinsic rewards, which include a verbal appreciation of efforts and achievements. Leaders may offer these rewards to encourage the performance of team members. This way, team members may feel motivated to achieve more rewards in future and give their best performances.

Importance of Resolving Performance Issues

Performance issues may affect the efficiency of teams as well as the productivity and profitability of organisations. Companies cannot sustain in their business markets if the performance level of teams is miserable due to issues (Patanakul, 2015). Therefore, it can be understood that the growth of organisations depends on high performing teams. For this reason, the resolution of performance issues is important for leaders to optimise the growth of teams and organisations.

Meeting Expected Performance Outcomes

Practices of training and development can be greatly effective in enhancing the performance of teams in organisations. Team members can be subjected to rigorous training programmes in which required skills, abilities and expertise can be developed (Saunders & Iszatt-White, 2014). Skilful team members can enhance their performance level, and organisational objectives can be achieved. Training programmes may help team members to work on a project with higher efficiency and accomplish them with more quality. Consequently, expected outcomes related to performance can be met.

Formal and Informal Learning Opportunities

Formal learning opportunities for team members can be an enhancement in their expertise and skills. Practices of enhancing team performance such as training and many others may allow team members to learn new things enhancing their professional abilities. (Wensley, 2013) Informal learning opportunities to a team can be to learn new things from members belonging to different backgrounds. Team members may learn about each other’s culture and behaviours, which may enhance their social skills also. 

Enhancing the Two-Way Flow of Communication

Meetings and discussion sessions can be considered in organisations to enhance the two-way flow of communication. Therefore, managers and team members can be asked to express their concerns and ideas related to performance in meetings (Schultz & Schultz, 2015). Also, managers are required to consider a bottom-up approach and should indicate that new ideas are welcomes. These practices are an integral part of the democratic leadership style. Hence, practices of enhancing the participation of team members in decision making may enhance the two-way flow of communication.

Conclusion on Transforming Professional Practice

In conclusion, it can be said that leaders and managers need to consider different practices for team performance management. Leaders need to support team members through motivation to achieve goals. Also, practices of giving feedback, resolving conflicts, communicating change and establishing ideal behaviours may improve team performance. Rewards and recognition of outstanding performances may encourage team members and expected performance outcomes of an organisation could be met. Hence, it can be concluded that effective leadership and team management may have positive impacts on the performance of team members.

References for Transforming Professional Practice

Achua, C. & Lussier, R. (2015). Leadership: Theory, application, & skill development. UK: Cengage Learning

Behfar, K., Friedman, R., & Brett, J. (2016). Managing co-occurring conflicts in teams. Group Decision and Negotiation, 25(3), 501-536.

Britt, T. & Jex, S. (2014). Organizational psychology: A scientist-practitioner approach. United State: Wiley.

Burns, J. (2014). Leadership. New York: Open Road Integrated Media.

Driedonks, B. A., Gevers, J. M., & van Weele, A. J. (2014). Success factors for sourcing teams: How to foster sourcing team effectiveness. European Management Journal, 32(2), 288-304.

Mann, S., Sims, P. & Strike, K. (2016). Transforming professional practice: A framework for effective leadership. USA: Rowman & Littlefield Publishers.

Northouse, P. (2015). Leadership: Theory and practice. United Kingdom: Sage Publications.

Patanakul, P. (2015). Key attributes of effectiveness in managing project portfolio. International Journal of Project Management, 33(5), 1084-1097.

Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.

Saunders, C. & Iszatt-White, M. (2014). Leadership. United Kingdom: Oxford University Press.

Schultz, S. & Schultz, D. (2015). Psychology and work today: An introduction to industrial and organizational psychology. London: Routledge.

Van Fleet, D. & Griffin, R. (2012). Management skills: Assessment and development. United States: Cengage Learning.

Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), 181.

Wensley, R. (2013). Effective management in practice: Analytical insights and critical questions. Thousand Oaks, CA: SAGE Publications.

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Management Assignment Help

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