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lorenaflorian0
Jul 317 min read

Analytical Review: How Servant Leadership Enhances Project Team Performance Through Collaboration

1. INITIATION


1.1. Abstract


Building high-performance teams is a way of leading the business organization to success. A high-performing team gathers for a common aim. Each member's professional knowledge focuses on a sharing leadership, open- minded cooperation with apparent anticipation on each role and organizational regulation to rule personnel. Simultaneously minimizes potential conflicts, facilitating team responsibilities and trust that encourages more extraordinary team performance. (SHRM, 2019) Where trust-building is a crucial section of constructing a high-performance team. This essay will demonstrate the significance of trust-building and the approaches that would facilitate trust-building.


1.2. Introduction


Trust is a vague term that is hard to define; in Ring and van de Ven's (1992) concern, trust is "confidence in another's goodwill", which means the message receiver has confidence in trusting the message. Building trust is vital, especially in a high-performance team; in this essay, the topic covers initiating research and concluding the investigation. Trust is fundamental to a high-performance team, and some approaches would lead teams to influential contributions.


2. INVESTIGATION


The investigation will first start investigating the position of trust in high-performing teams and its relevance to the team, with the evidential investigation proof that trust is paramount in such groups. Then the content will cover the further application of methodologies that facilitates trust-building in every high-performance team.


2.1. The Role of Trust & Its Relevance to High-performance Teams


Trust is vital for high-performance teams where the extent of the group occupying paramount trust is also a criterion determining a high-performance team. In which the investigation processes with evidence that suggests how to do trust fundaments an outstanding team as well as why trust could conversely reflect whether a team is high performing.


2.1.1. Role of Trust in High-performance Teams

First, trust is critical for a high-performance team in the electronic and automotive industries; for instance, a survey covering fifty teams reveals that 23 out of 28 teams report performance increases as trust improves, and both 50 teams demonstrate less critical quality errors as trust increases (Erdem et al., 2003).


This survey has been taken among the high-performing teams in the industry, which indicates that internal trust has vital to facilitate high team performance. The study also alleges that trust-building processes through various methods start in the foundation of team construction. The process begins from the team forming stage through training, indicating that time facilitates trust as team cooperation increases. The evidence demonstrates the crucial importance of faith in the context of more excellent performing teams because high-performing teams have typical confidence, which is constructed from day one of the initiations of the group. Hence, trust as a fundamental element of a successful team is crucial for teams.


2.1.2. Trust’s Relevance to High-performance Teams 

Figure 1 The opinions of members towards interpersonal trust relationships in teams (Erdem et al., 2003)

 

Further, the trust among high-performance team members is highly recognized; according to the survey above (Figure 1), the table indicates that teams most enhance great confidence. Most team members respect each other’s emotions and ideas. This evidence illustrates the importance of high-performing teams that give greater attention to everyone’s emotional well-being. Therefore, caring is critical in building high-performing teams where trust is fundamental to care among the group. Moreover, if teams are without trust, the communication will not be open, and the team members are not willing to help each other (Sitkin and Roth, 1993).


This evidence demonstrates the negative impact of the trustless team performing less caring under comparison that most high-performance teams occupy team caring and respects members’ emotions and ideas. Thus, trust is not only fundamental to a high-performance team but also determinate.


2.2. High-performance Teams’ Trust-building Approaches


The strategies of trust-building are ultimately applied to psychological trust among humans, in which humans tend to anchor their confidence to a “third party” to ensure their confidentiality (M. Kramer, 2014). Under this topic, human nature persists that the two evidential methodologies are communications and times in constructing high-performance teams.


2.2.1. Communication Approach

Business depends mostly on communication, where communication is simultaneously an approach to contributing more trust that facilitates a high-performance team. For instance, trust-building needs regular face-to-face interactions with group members or stakeholders, requiring listening and respect; confidence increases communication and encourages trust (Hakanen & Soudunsaari, 2012). This evidence shows the relation between trust and communication between team meetings and cooperation, which meetups are critical for constructing firm confidence in a high-performance team. Trust, meanwhile, shares the experiences with open team communication of a broader range of sharing resources, which the expertise ensures tightens trust correspondingly that enhances teams with deeper interaction and expression of engagement (Marja & Terttu, 2005).

Figure 2 High-Performance Team Model (Triaxia, 1995)

 

Simultaneously, taking the high-performance team model by Triaxia, the model demonstrates how Triaxia operates its high-performance teams in a visualized model; the excellent communication has been defined as a critical section of the “means of cooperation” in the meantime, a “solid relationship” is also a section of the high-performance team model. The meaning is “the climate for cooperation” (Figure 2). The evidence above demonstrates an optimised structure consisting of high-performing teams.

 

First, the communication approach is vital in its way that “means of cooperation”, for instance, the high- performance, well-reputed business teams are known by their “open-communication”, they enhance instant, free, information transformation and the effective engagement with stakeholders hence leading the business to success, generating a business culture of trust (Beslin, 2019).


This evidence perfectly explained the “means of cooperation” from the above model, in which the essence of a high-performance team is the open cooperation of a communication of an efficient team, where the trust is the natural development of a type of methodology when the confidence information exchange framework constructed, and team members are familiar with. Hence, communication is a vital partial of high-performance teams; the fundamental approach to better communication is building open and solid communication, where trust is a natural result after the framework of open communication is made.

 

2.2.2. Soft System Approach

Trust is not natural for humans; however, in the world of work and management, trust needs everywhere; a systematical methodology is critical to training members of the team to be effective which is by trust-building methods; the approaches are more appealing and smoother when the soft system methodology comes in to help. There are five basic system thinking categories: ‘hard’ and ‘soft’ systems thinking, cybernetic, servo-mechanistic, and integrative systems thinking. The soft system has known as the most organizational learning system (Cavaleri, 1994). A soft system is a system that consists of the facilitation of stakeholders, which has its perfect application of facilitating the trust of high-performing teams. In the soft system thinking’s concern, the further explanations will focus on a solution to how soft systems benefits and applicating the tool of CATRWOE analysis.

 

To begin with, the soft system is systematical thinking that consists of seven significant steps (Figure 3). The design lays out how trust could construct in a high-performance team.

Figure 3 Process of Soft System Thinking (SSM) (Gasson, 2005-2013)

 

The initiation begins in exploring as the researchers were called “the potential facilitator of the issue” (Gasson, 2013). The issue and problems of team constructing trust would be identified that can be described verbally or through visualization. Further with the identification, the illustration would clarify issues that investigate how the trust couldn’t build in the team; for instance, the diagram would help in the interference of trust, or backgrounds of different stakeholders, even personal issues. This process would be gathering information for further investigations.

 

Thirdly, the iteration of basic issue identification as well as essential identification, tools of identification will be applied on the stage, which is typically the CATWOE analysis table (Figure 4); the table will identify comprehensive stakeholders’ analysis through different aspects of view that lead to the potential impacts of the issue which in this case the trust issue identification. The table is never the end. That only provides identification but not yet the problem solutions.

 

The fourth step is generating problem determination and developing a system model that analytically reports the issue and solution (Figure 5). With the benefit of such a conceptual model, the trust will be facilitated accordingly, case-specific and direct to the essence of the problem discourages the teams’ confidence and, therefore confidential, is a trust-building model that fits universal groups build trust that facilitates becoming a high-performance team.

 

The fifth and sixth procedure applies to the model generated by first comparing it to the real world and adjusting the model to fit the physical and emotional needs of separate teams; the sixth step facilitates the analysis of the variations that potentially change the model. Thus, the model proceeds and would be available and solid for sections to apply as an approach that facilitates the group to enhance trust-building and become high-performance teams.

Figure 4 CATWOE Analysis Table


Figure 5 A WEAK Conceptual Model for System of Input-Output Transformation (Gasson, 2005)

 

3. CONCLUSION


Trust is vital to a high-performing team, where confidence starts its construction when the team initiates; trust has its role in determining high-performing teams. The most outstanding team has trust as its necessity; therefore, trust is a crucial element and a vital determinate of a high-performing team.

 

The content also covers two restorative approaches communication approach is the open-communication construction, where soft system methodology could also help as a modelling tool; the method enhances careful considerations of aspects that could variates the trust-building, with the depth analysis of the stakeholders, the model universally fit and flexible to change, hence proposing two critical approaches. With the initial identification of the role of trust its paramount relationship to high-performance teams, the approach to achieving trust in groups is open communication and establishing trust-building models through soft system methodology.

 

REFERENCES


 


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