The Purpose and Goal of the Team

1 The Purpose and Goal of the Team The team was a volunteer group working for a non-profit organization called StandUp for Kids. The organization’s mission is to “End the Cycle of Youth Homelessness." The volunteer team was working to alleviate the suffering of homeless kids. The members would go to the streets, find the homeless kids, give them food and clothing, and organize fun activities and events for them.

The Team Members and Their Roles.

The team was composed of ten individuals, all below 30. All members of the team except the leader were volunteers. One volunteer, called Emily, was elected to be the team's secretary and was responsible for taking minutes during meetings. Another one named David was given the role of the leader’s assistant and was responsible for managing the resources received from the organization. All the team members were given the responsibility of looking for cases that required intervention in the streets and reporting them to the team.

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The Team Leader.

The leader was the only permanent employee of "StandUp for Kids." The team leader was responsible for coordinating team activities and overseeing the progress of the team's activities. He was also responsible for volunteer engagement and allocation of duties. The team leader got his position by virtue of being the only member who was permanently working for the organization. He could change the roles of other team members, but the team could not change his. The team members could not tell whether the leader had any managerial experience since they were just assigned to him, and he did not reveal many details about himself during the introduction.

The team leader's success at managing the "Triangle of Relationships The leader managed the triangle of relationships by clarifying the team’s goals, fostering self-awareness and personal growth, and creating a supportive and collaborative environment where team members' needs and contributions were valued and respected. He was very approachable and would ask for those with anything they felt should be included in the reports.

The leader's approach to conflict.

Even though major conflicts never arose within the team, one could tell from the minor ones which arose that the leader’s response was active and constructive. Active involvement entails listening to all parties involved, acknowledging their perspectives, and seeking a mutually beneficial resolution (Passmore et al., 2022). He preferred involving only the conflicting parties and not the whole team. This approach enabled the leader to foster a positive environment and collaboration.

3 How the Team Manager was at Feedback.

The team leader was always proactive in providing feedback. Effective feedback must be specific, constructive, and timely and should facilitate improvement and growth (Jug et al., 2019). The leader would write reports and forward them to the organization's supervisors, and the first activity in the morning was informing the team of what the supervisors said about the report. He would also acknowledge team members' efforts and achievements and provide constructive feedback to help the team members improve their performance.

The leader’s effectiveness in Communication.

On many occasions, the team was always involved in discussions. The leader would only address the team in the morning. He would use verbal, non-verbal, and visual communication strategies while addressing the team. He always communicated clearly and articulately and used appropriate body language and facial expressions to convey messages and express emotions.

How effectiveness at interpersonal roles.

The leader was successful in his interpersonal roles. He built strong relationships and motivated team members, thus creating a positive team atmosphere. He was able to foster a sense of unity and collaboration within the team.

The Leader’s Suitability for His Role.

The leader proved to be fit for the role. His leadership skills, compassion, and knowledge of how to relate to children led to the project's success. A suitable leader is one who can strengthen relationships, resolve conflicts constructively, communicate effectively, and give effective feedback (Madanchian et al., 2017; Zaccaro et al., 2001). The leader was effective in all these areas.

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References Jug, R., Jiang, X. S., & Bean, S. M. (2019). Giving and receiving effective feedback: A review article and how-to guide. Archives of Pathology & laboratory medicine, 143(2), 244-250. https://doi.org/10.5858/arpa.2018-0058-RA Madanchian, M., Hussein, N., Nordin, F., Teherdoost, H. (2017). Leadership Effectiveness Measurement and Its Effect on Organization Outcomes. 181(2007). Pp 1043-1048 Passmore, Jonathan, and Lindsay G. Oades. "Positive psychology techniques–Active constructive responding." Coaching Practiced (2022): 457–460. https://doi.org/10.1002/9781119835714.ch47.

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