Sample Management Paper on Leading High-Performance Teams

Sample Management Paper on Leading High-Performance Teams

Team make up

To build a team with the ability and capacity to deliver high-quality project results, the inclusion of relevant professionals and the right expertise ought to be a priority.  In terms of skills, a project as technical as designing a mall requires contributions from competent electrical, mechanical, and other technical experts in the architectural design of the projects. Besides the teams should be built on strong personalities and divergent individual contributions.


Various skills that cut across the field of technology are necessary for the design of a mall. This highlights the need for the inclusion of individuals with a strong background and a high level of competency in their areas of specialization (Nancarrow). Firstly, mechanical systems design and installation will require a mechanical engineer or draftsman to generate the layout and calibration of air conditioning, plumbing, and firefighting systems. Secondly, a control systems expert and an electrical engineer are required in developing programmable logic and electrical circuit systems. Equally needed are technological experts like architects and specialists in building and construction technology to aid in the designing of the layout plans.


The team-building task takes into account some intrinsic attributes of the members in the emphasis of the generation of creative ideas. Diversity of thoughts is accounted for by, besides factoring in the significant contribution by members of different ages and genders, paying key attention to and taking as a priority the role of invisible diversity, hence, attaching value to relevant individual histories and past experiences.


The design team is to be made up of individuals with different qualities that enable the execution of various activities during design. The team leader is responsible for ensuring focus by facilitating communication and motivating team members while keeping a clear vision of the undertakings (Carter). Secondly, the experts in the team have a duty of ensuring an accurate representation of facts and technological principles by elaborating on the various scientific details. Also, the creative personalities help with the conceptualization and finding solutions to any problems that may arise in the course of the design process.

Team building

In building a high-performance team, the team leader in the design projects adheres to a simple staged procedure for the development of a team as outlined by Bruce Tuckman (Bell).


The team leader dominantly assumes responsibilities to incorporate every member of the team since this stage is characterized by both passiveness, anxiety, and excitement depending on the level of comprehension of the project.


At this stage of team development, the team leader works closely with the team to prevent any conflicts that may arise due to different styles of work. In so doing, the leader ensures the application of an approach that suits every team member.


In this phase, the leader ensures that any differences that exist among members are resolved and a culture of appreciation of one another is inculcated in the team. Professional interactions between members and proper feedback mechanisms are encouraged to facilitate the design process.


The leader delegates most of the duties and pays more attention to the shaping of the members. In this phase of team building, there’s the real work of sharing ideas, contributing knowledge, and application of the varied multidisciplinary expertise in the actual design. This stage is also much dependent on how appropriate and skillfully the various equipment and processes are set up and used to produce the final design.

Motivating the team

Maintaining the morale and psyche among team member’s entails the adoption of team building techniques that work towards promoting the member’s motivation and prevent the possibilities of clique groups developing within the team

Ensuring flexibility of roles among team members

The team leader ensures a high level of flexibility in the use of various strengths by team members in carrying out the design. Rigid guidelines do not give room for experimentations while encouraging flexibility serves to motivate team members.

Correct usage of team building activities

As a means of motivating members, the team needs to be founded on guidelines that assist in the revelation of individual strengths and the recognition of colleagues, discourages rivalry but emphasizes collaboration, and encompasses the diversity within the team.

Encouraging positive communication within the team

Adoption of informal communication as a technique in team building that guarantees a high level of satisfaction among the team members hence facilitating teamwork and corporation by creating a conducive environment for consultations during the design process.

Prioritizing strengths and contributions of team members

Each member’s input into the design of the project need to be recognized and the various strengths they possess highlighted to motivate them. This is a measure to ensuring that besides the anticipated success, the confidence of the team is boosted.

Applying an all-inclusive decision-making approach

Any member of the team needs to have the privilege of making decisions that pertain to various specifications and dimensional parameters that are involved in the design. This freedom encourages the members and influences positively their input in terms of skills and participation in the design process.



Bell, Reginald, et al. “An Integrative Analysis of Benjamin Bloom’s Cognitive Domain and Bruce Tuckman’s Developmental Model.” Journal of Business & Leadership: Research, Practice, and Teaching 3.1 (2005-2012): 116-124.

Carter, Min Z., et al. “Unit-focused and individual-focused transformational leadership: The role of middle leaders in the midst of incremental organizational change.” Journal of Management Policy and Practice 15.5 (2014): 44.

Nancarrow, Susan A., et al. “Ten principles of good interdisciplinary teamwork.” Human resources for Health 11.1 (2013): 19.