Leadership in Government by Andrew Korac-Kakabadse Nada Korac-Kakabadse

Author:Andrew Korac-Kakabadse, Nada Korac-Kakabadse [Andrew Korac-Kakabadse, Nada Korac-Kakabadse]
Language: eng
Format: epub
ISBN: 9781138335011
Google: NAKaDwAAQBAJ
Barnesnoble:
Publisher: Taylor & Francis
Published: 2020-02-12T00:00:00+00:00

Team players

Demographic characteristics:

Size

- 2,500–5,000 persons

Years in organisation

- 16–25 years

Years in job

- 5–10 years

Number of senior management appointments

- 2.8

Characteristics:5

Style:

Philosophy:

Promoting performance

Providing service

Discipline

Promoting sense of responsibility

Independent

Leading through positive example

Specialist

Responsing to challenge

Professionalism and conduct

Promoting personal development

Team players are typically employed in large sized government organizations, spanning between 2,500–5,000 employees. Of the emerging three leader profiles, team players have spent longest in any one organization, between 16–25 years. Equally, individuals who project this profile have spent more time in any one job than those who adopt the other two leader profiles, and have held, on average, 2.8 senior managerial appointments.

The long stay nature of team players is strongly influential in the forming of their views as to what it means to lead and promote a performance oriented culture in the organization. Part of generating a positive performance ethos in the organization is due to the fact that team players promote a positive attitude to most challenges. Team players indicate that they are satisfied with their job, are committed to the organization, find what they do challenging and, equally, display their appreciation of being challenged. Hence, team players consider that they stretch themselves and also provide for developmental on the job opportunities for others through exposure to challenging experiences. They consider themselves as hard working but within the context of a team working culture. Through endeavour and positive relationships with others, team players feel they establish clear goals. However, they are sensitive to the need for re-appraising their circumstances and hence are conscious of the need for inviting feedback, and making feedback an accepted way of working within the organization.

Team players lead through example. The positive orientation displayed towards subordinates, colleagues, superiors and towards work activities is extended to include the organization. They indicate that change initiatives undertaken in the past have attained positive results. They display equally positive views concerning present and likely future changes. One reason for their positive attitude towards change in the organization is that they actively encourage their subordinates and peers to undertake a broader corporate view over issues, a perspective they themselves adopt. In effect, working as a team and adopting an organization wide perspective, are for them, inter related. Team players highlight respect of tradition as well as of people. The team player’s view of a positive performance oriented culture is one which allows for the recognition of the efforts and abilities of individuals, as well as respect for the organization.

Team players consider themselves as disciplined and attempt to enhance the levels of self discipline in those with whom they interact. They exhibit a clarity of decision making and encourage others to do likewise. They go about their daily activities in a structured manner by tending to work within procedural guidelines. Following through on commitments made, is another indicator of their disciplined approach in their achievement of objectives. Team players hold a strong desire for constantly improving performance, through effective follow through on initiatives embarked on, and by being guided by their longer term view over issues. In addition to the innovative application of skills, is their support for ministers.

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