How does “teaming” affect leadership decisions in organizations?

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"Teaming" is often, but not always, beneficial in leading or managing an organization.  By having more than one decision-maker or leader, there is more likely to be a consensus regarding major decisions.  The more members of an organization who feel they have some level of influence in how decisions are made, the more committed they are to achieving a positive outcome.  When members or employees are part of a team, they are more likely to develop a sense of "ownership" of the decision, which means a higher level of dedication and satisfaction in a job well done.

To the extent that there is a flip side to every coin, "teaming" can also have the negative effect of ensuring that the decision is not necessarily what's best for the organization, but what's best for individuals within the team who may otherwise be cast aside due to their lack of skill or discipline.  Rather than a single-point decision-maker weighing the plusses and minuses of each set of options and arriving at the best decision, "teaming" can result in a less satisfactory decision if, in order to achieve unanimity, the lowest common denominator prevails.

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