Executive Summary

Introduction

1.1 Background

In today's rapidly evolving work environment, effective leadership and team management serve as
cornerstones that guide organizations toward achieving project success. Leadership, at its core,
transcends conventional hierarchies and titles as it embodies a transformative process that inspires and
influences individuals toward a common purpose. In contrast, team management focuses on the
operational aspects of day-to-day activities, coordinating resources and tasks to achieve specific
objectives.

While both leadership and team management are indispensable for organizational success, their
divergence lies in focus, scope, and impact. Leadership emphasizes long-term vision, strategy, and
motivation, whereas team management is more operationally driven, prioritizing short-term goals and
task execution. A leader sets the direction, while a team manager ensures smooth sailing toward the
desired destination, translating the leader's vision into actionable steps with clear roles and
accountabilities.

In the contemporary landscape of education and professional development, collaboration within teams
or groups has become a fundamental requirement imposed by both educational institutions and
organizations. Weaver et al. (2010) emphasize the necessity for students and employees to engage in
coordinated teamwork experiences, highlighting the invaluable learning opportunities embedded within
such endeavors. Collaborative tasks encourage team/group members to leverage diverse perspectives,
problem-solving approaches, and communication skills, essential competencies in today's
interconnected world. Furthermore, teamwork cultivates essential interpersonal skills such as
communication, negotiation, and conflict resolution, which are invaluable assets in both academic and
professional spheres.

This project was based on a collaborative group effort tasked with analyzing a case study titled
"Navigating Challenges in Unleashing Project Autonomy at GlobalTech Innovations," which provided
insights into the challenges faced by an organization transitioning to a projectized organizational
structure. Our group comprised six members: Sahansra Sonali, Dangon Navjot Rani, Peace Uduma Jane,
Don-Loho Magdalene Sewuese, Stephen Wallace Igmala, and myself, Halima Namakula.

Throughout our group presentation, each member contributed valuable insights and perspectives on
different aspects of leadership and team management challenges within the context of the case study.
From cultural resistance to communication breakdowns, integration issues in cross-functional teams,
and decentralized decision-making challenges, our group presentation satisfactorily dissected the
obstacles hindering effective project management at GlobalTech Innovations.

In this individual report, I will reflect on our group's collaborative efforts, highlighting the challenges, key
strategies and practices that contributed to our success in completing the group project. By examining
our group dynamics, communication processes, and decision-making approaches, I aim to extract
valuable lessons and insights that can inform future collaborative endeavors in project management
contexts.

1.2 Leadership styles and practices

In exploring leadership theories, it becomes evident that multiple frameworks offer insights into
effective leadership approaches. Trait theories dictate that leadership effectiveness is rooted in innate
individual attributes. Situational and contingency theories, exemplified by Fiedler's Contingency Model,
Vroom-Yetton Decision Model, Path-Goal Theory, and Situational Leadership Model by Hersey and
Blanchard, emphasize the importance of adapting leadership styles to varying situational contexts.
Transactional and transformational theories, as desscribed by Burns and Bass, contrast in their
approaches: transactional leadership focuses on exchange processes between leaders and followers,
while transformational leadership centers on inspiring and motivating followers through a compelling
vision.

Furthermore, theories such as Likert's management systems and Blake and Mouton's Managerial Grid
offer distinct perspectives on leadership styles. Likert's continuum ranges from exploitative autocratic to
participative systems, reflecting varying degrees of employee involvement in decision-making processes.
Blake and Mouton's Managerial Grid categorizes leadership styles based on concern for people and
concern for production, ranging from team leadership to produce-or-perish leadership. Despite differing
emphases, these theories collectively contribute to a comprehensive understanding of the multifaceted
nature of leadership and underscore the importance of aligning leadership styles with organizational
goals and contextual demands.

1.2 Management styles and practices

Management style encompasses the diverse philosophies and approaches guiding organizational
decision-making and employee engagement. McGregor's Theory X and Theory Y present contrasting
views on employee motivation, shaping managerial strategies towards either strict control or
participative management. Mintzberg's managerial roles model emphasizes the multifaceted nature of
managerial tasks, highlighting the need for adaptability across interpersonal, informational, and
decisional dimensions.

Moreover, the distinction between organic and mechanistic management styles reflects varying
approaches to organizational structure and decision-making processes, with organic styles fostering
flexibility and innovation, while mechanistic styles prioritize stability and efficiency. Cultural influences,
such as the Japanese management style's emphasis on teamwork and continuous improvement,
underscore the interplay between national culture and management practices.

Scope

Key components within the scope of this report include:

 1. Group Dynamics and Collaboration: A detailed examination of how the group functioned
collaboratively, including communication processes, decision-making approaches, and the
overall group dynamic.
2. Analysis of Leadership and Team Management Challenges: Identification and analysis of the
challenges faced by GlobalTech Innovations in transitioning to a projectized organizational
structure, with a focus on leadership and team management issues.
3. Strategies for Addressing Challenges: Exploration of the strategies and recommendations
proposed by the group members to mitigate the identified challenges and optimize leadership
and team management practices.
4. Impacts on Project Success: Assessment of the potential impacts of leadership and team
management challenges on project success, including implications for organizational
performance and outcomes.
5. Personal Reflection and Insights: Reflection on personal insights gained from the group
collaboration experience, including lessons learned, areas for improvement, and the significance
of teamwork in project management contexts.
6. Recommendations for Future Endeavors: Provision of recommendations for enhancing
teamwork, leadership effectiveness, and collaborative efforts in future project management
endeavors.

2.0 Reflection on the Activity Group Work

Unfortunately, for many people group work is a negative experience and so for me coming into this
group project, I was full of excitement and nervousness at the same time. Excitement because I was
meeting members who would be my team for the next several weeks, and was looking forward to
coming out with a great project. The feeling of nervousness was due to the fear of the unknown
concerning different people with different backgrounds and personality working together to achieve a
common goal. “Will they be nice to me?”, “Will they be cooperative?” are some of the questions I was
asking myself. In some cases, some team members do not do part of their group work, forcing other
members to pick up their work and work extra in order to complete the project on time.

Luckily I was grouped with 2 other students who I had known from my first year classes which made the
intimidating job of talking to new people, over a computer screen, a lot easier.

To begin our project, we met at the library for the first meeting and yes, my new team members seemed
determined as I am to accomplished work that would earn all of us high grades. We discussed and
created our own Microsoft teams room where we shared files and constructed our PowerPoint base and
Word document for our script. We then went on to assign roles for each participant based on
preference of which task we would like to complete.

Our main task in the first week as a group was to familiarise ourselves with the case study about
organisational project management titled “Navigating Challenges in Unleashing Project Autonomy at
GlobalTech Innovations” which aimed at addressing the challenges outlined in the case study by
generating innovative strategies for GlobalTech Innovations' successful transition to a projectized
organizational structure. The number of team members was 6 which was ideal for me as the work was
split up evenly.

Week 2

Our second meeting was fairly encouraging, however, I smelt tendencies of unpunctuality and failure to
accomplish individual parts as agreed. I thought it was too early for a team that seemed motivated in
the first meeting to take an opposite direction. I believe arriving on time for a meeting is important and
it enables members to have enough time to discuss. Besides that, some members had excuses for not
doing either one or two of the tasks assigned in the previous meeting. Since I had experienced such
tendencies in previous teams, which resulted in few members carrying the whole load of the team, I
brought forward my concerns. We discussed and allocated team members to each question of the part
A of the case study, and each member was asked to choose the question they can handle best. No one
acted selfishly, depicting the spirit of teamwork.

During our third meeting, we discussed each members idea about the questions assigned to us.

The agenda was to complete part A of the assignment and write its outline. My part of the assignment
was to tackle the environment of China Unicom’s management control systems and the potential
problem in the environment. At some point I got stuck with the first part of the question, but one of my
team members gave me some clarifications, and because of this I was beginning to reap the benefits of
being in a team. During the meeting, each member’s idea about the questions was discussed further by
the whole team to subtract and add ideas where necessary.

We checked the academic honesty of the references to ensure we are not plagiarizing. Unfortunately,
one member did not do his part of tasks because he was stuck after failing to get relevant sources of
information. However, I felt he had failed in his part because he did not seek for help from other team
members. Despite that I did not raise my concerns for fear of making the person feel that I am being too
negative.

Week 3

Almost 3 times a week we would talk to each other about our work and how far we have got with each
part of the presentation. We would also help each other with questions we had in regards to our work
or areas that we needed some support with. For instance I struggled to find certain points for part of my
analysis but, through the combined knowledge of my team mates, they helped me develop an idea.

We went through components of the GRIP Model to ensure highly effective teamwork by understanding
the ‘goal’ in which we wanted to achieve and ensured that our goal to achieve a high grade were aligned
with one another. Also, each group members knew exactly what roles they each has to play throughout
this presentation and exactly what we were responsible for. Finally, high levels of quality communication
were used throughout the presentation and any conflicts were dealt with to help us make progress.
The team’s weakness is the unpreparedness of team members when attending meetings. This wastes
time when articles that were to be read before the meeting are read in the meeting. Overall, I would like
to rate the manner in which the team has worked together on the case study so far as “Very Good”. I
would rate the overall team’s performance on doing the work required for completing the case study as
“Very Good”.

Week 4

This week we double checked our work. We reviewed our case study and reflected on the content and
the structure. We fixed the missing parts and rearranged paragraphs and ideas to create a flow that can
attract our audience for the poster presentation.

It was fulfilling how the team members put their heads together to come up with one whole high quality
essay. There were criticisms here and there but they were constructive ones. Feedback should be able to
help the team to make improvements and not make them feel dumb (Lee, 2010). It can be detrimental
to the team project to have feedback that makes members feel they are not smart enough to work on
the project (Gabelica, 2014). For me and ideal team is one that produces best results while maintaining
both a fun and hardworking team environment.

I believe we produced a good report. We submitted the report, modified and resubmitted it based on
marking criteria. Experience by practicing within a team is more important than the learnt knowledge in
literature about teamwork. By combing each individual’s strength and developing into multiple
strengths can bring us more power as a team and be more successful.

My positive contribution to the team

My assigned role was that of a “gatekeeper” which involved with team participation and
communication. I made sure that all members of our team are listening to each other actively, and
understanding what each other is essaying. I paraphrased messages to clearly clarify in order for the rest
of the members to understand before discrediting or discarding the idea. Peyton, Young & Lutters (2013)
assert that no team lacks a few assertive people while others who are quite. This results into a few
opinions and ideas being pushed forward to forcefully and fast. Though it was a bit challenging, I had to
ensure that the opinions of the quite members are heard and a full group discussion occurs. More often
I would I interrupt the talkative team members and requested them if we can allow the quite members
to give their opinions. This enabled the quite ones to give their ideas comfortable and felt they
participated fully in the whole project.

Benefits I got

Teamwork enhances effective communication, thereby, achieving goals (Suter et al., 2016). For instance,
when working on our case study, various ideas were gathered from each one of us to solve a specific
problem. By working on one essay together, we would notice errors in each other’s part and point them
out. This enabled us to improve on the essay quality. Teamwork enabled me to minimise my weaknesses
and maximise by strengths to achieve the common goal of our team and harmonise each member’s
standpoints.

One of the primary things my group did well was working together. Each of us brought unique ideas and
styles to the group work which all complemented our own presentation styles very well. This also gave
each of us knowledge on different techniques that I will be able to use in the future.

Things I would do differently in the future

First, to manage time during research, teamwork and other areas of life, I will have a to-do list,
allocating the time and date of completion to act as a guide, so that I avoid being overwhelmed.
Challenges of leadership and team management in our group

1.1 Leadership Challenges

Challenge 1: Conflict Resolution

Conflict in Groups and Teams

Conflict in groups and teams is a natural phenomenon that arises from differences in opinions,
perspectives, and goals among members. It is essential to understand that a complete lack of conflict
within a group is not indicative of a healthy environment; rather, it can signal either a lack of
engagement or a lack of commitment among members (Ellis & Fisher, 1994). When properly managed,
conflict can lead to a better understanding of the issues at hand and foster innovation and creativity
within the group.

In our group work, the challenge of conflict emerged as a significant hurdle to effective collaboration
and progress. Conflict in our group was characterized by disagreements among members regarding
various aspects of the project, including differing ideas, roles, and approaches. This conflict was not
inherently negative; however, if left unaddressed or mismanaged, it had the potential to escalate and
hinder our ability to achieve our goals.

The conflict we faced can be understood within the framework of both primary and secondary tensions.
Initially, primary tension arose during the early stages of our group formation, stemming from
uncertainty and unfamiliarity among members. This tension was natural and expected as we navigated
through the process of getting to know each other and establishing rapport.

As our group progressed and engaged more deeply with the project, secondary tensions began to
emerge. These tensions were fueled by substantive conflicts over differing perspectives, roles, and
responsibilities within the group. While some level of conflict is inevitable and can even be productive, it
was crucial for us to address these tensions effectively to prevent them from escalating and negatively
impacting our group dynamics.

The GRIT Model

In our group, we applied the GRIT (Graduated Reciprocation in Tension-reduction) method as a

systematic approach to resolving conflicts and fostering collaboration among members.

1. Initiating Conflict Resolution: We recognized the need to address conflicts formally and
proactively. Similar to the GRIT method's emphasis on initiating dialogue between conflicting
parties, we arranged meetings where all group members could come together to discuss and
resolve conflicts. By creating a structured environment for conflict resolution, we aimed to
facilitate productive dialogue and find mutually acceptable solutions.
 2. Active Listening and Understanding: Following the GRIT method's recommendation, we
prioritized active listening and understanding during conflict resolution discussions. Each
member was given the opportunity to express their concerns and perspectives without
interruption. By actively listening to each other, we aimed to dispel misunderstandings and gain
insight into the underlying issues contributing to the conflicts.
3. Establishing Common Ground: Drawing from the GRIT method's emphasis on finding common
ground, we sought to identify shared interests and goals among group members. We
acknowledged that despite our differences, we all shared a common objective of successfully
completing the project. By focusing on areas of agreement, we laid the foundation for
collaborative problem-solving and cooperation.
4. Generating Innovative Solutions: In line with the GRIT method's approach to discussing
innovative solutions, we encouraged creative brainstorming and exploration of alternative
approaches to resolving conflicts. We recognized that traditional solutions might not always
address the root causes of conflicts effectively. Therefore, we adopted a flexible mindset and
remained open to novel ideas and strategies proposed by group members.
5. Exchanging Concessions: Applying the GRIT method's principle of reciprocal concessions, we
engaged in a process of negotiation and compromise to address lingering differences. Each party
identified their lowest-priority demands and offered concessions in exchange for reciprocal
concessions from the other side. This iterative process allowed us to gradually narrow down our
differences and reach mutually acceptable agreements.

By following the GRIT method, we were able to navigate through conflicts in a systematic and
collaborative manner, ultimately leading to the resolution of tensions and the strengthening of our
group cohesion. The method provided us with a structured framework for conflict resolution,
emphasizing the importance of proactive communication, active listening, finding common ground,
creativity, and compromise. Through our collective efforts, we effectively managed conflicts and
maintained a positive and productive working environment within the group.
Remember that a complete lack of conflict in a group is a bad sign, as it indicates either a lack of activity
or a lack of commitment on the part of the members (Ellis & Fisher, 1994). Conflict, when properly
handled, can lead a group to have a better understanding of the issues they face. For example,
substantive conflict brings voice to alternative perspectives that may not have been heard otherwise.
Additionally, when people view conflict as healthy, necessary, and productive, they can enter into a
conflict episode with an open mind and an aim to learn something. This is especially true when those
who initiate substantive conflict are able to share and defend their views in a competent and civil
manner. Group cohesion can also increase as a result of well-managed conflict. Occasional experiences
of tension and unrest followed by resolutions makes groups feel like they have accomplished something,
which can lead them to not dread conflict and give them the confidence to more productively deal with
it the next time.

Conflict that goes on for too long or is poorly handled can lead to decreased cohesiveness. Group
members who try to avoid a conflict can still feel anger or frustration when the conflict drags on.
Members who consistently take task-oriented conflict personally and escalate procedural or substantive
conflict to interpersonal conflict are especially unpopular with other group members. Mishandled or
chronic conflict can eventually lead to the destruction of a group or to a loss in members as people
weigh the costs and rewards of membership (Ellis & Fisher, 1994). Hopefully a skilled leader or other
group members can take on conflict resolution roles in order to prevent these disadvantages of conflict.

Primary and Secondary Tensions

Relevant to this topic is distinguishing between the primary and secondary tensions that emerge in
every group (Bormann & Borman, 1988). When the group first comes together, members experience
primary tension, which is tension based on uncertainty that is a natural part of initial interactions. It is
only after group members begin to “break the ice” and get to know each other that the tension can be
addressed and group members can proceed with the forming stage of group development. Small talk
and politeness help group members manage primary tensions, and there is a relatively high threshold
for these conflicts because we have all had experiences with such uncertainty when meeting people for
the first time and many of us are optimistic that a little time and effort will allow us to get through the
tensions. Since some people are more comfortable initiating conversation than others, it’s important for
more extroverted group members to include less talkative members. Intentionally or unintentionally
excluding people during the negotiation of primary tensions can lead to unexpected secondary tensions
later on. During this stage people are also less direct in their communication, using more hedges and
vague language than they will later in the group process. The indirect communication and small talk that
characterize this part of group development aren’t a waste of time, as they help manage primary
tensions and lay the foundation for future interactions that may involve more substantive conflict.

Secondary tension emerges after groups have passed the forming stage of group development and
begin to have conflict over member roles, differing ideas, and personality conflicts. These tensions are
typically evidenced by less reserved and less polite behavior than primary tensions. People also have a
lower tolerance threshold for secondary tensions, because rather than being an expected part of initial
interaction, these conflicts can be more negative and interfere with the group’s task performance.
Secondary tensions are inevitable and shouldn’t be feared or eliminated. It’s not the presence or
absence of secondary tension that makes a group successful or not; it’s how it handles the tensions
when they emerge. A certain level of secondary tension is tolerable, not distracting, and can actually
enhance group performance and avoid groupthink. When secondary tensions rise above the tolerance
threshold and become distracting, they should be released through direct means such as diplomatic
confrontation or indirect means such as appropriate humor or taking a break. While primary tensions
eventually disappear (at least until a new member arrives), secondary tensions will come and go and
may persist for longer periods of time. For that reason, we will now turn to a discussion of how to
prevent and manage conflict in group interaction.

Resolving Conflicts in Groups – The GRIT Method

When conflict is serious enough that it causes a rift within the workplace culture, the kind that pollutes
the work atmosphere and threatens irreparable damage, a methodical, collaborative approach conflict
resolution can help lead to an amicable solution. Standard procedure in negotiations is a method called
GRIT that was developed by Charles E. Osgood (1962) at the height of the Cold War. In a situation where
two opposing sides are deadlocked. GRIT stands for Graduated Reciprocation in Tension-reduction,
sometimes watered down into Gradual Reduction in Tension. It involves one side initiating a
breakthrough in the form of a concession or compromise on one of its demands. The norm of reciprocity
obligates the other side to return the favour with a concession of its own, giving up one of its demands.
Both sides build trust by reciprocal compromises back and forth till they reach an amicable solution.
Though Osgood’s intention was to thaw Cold War relations between superpowers, GRIT has proven
useful in other international peace processes (e.g., between Israel and Egypt in 1977) and even in minor
workplace squabbles (Psychology, 2016).

Let’s say you find yourself getting between two conflict parties at your job; on one side is a trusted co-
worker, Dave, and the other is the manager, Karin, whom you like very much. They don’t see eye-to-eye
on the way a major aspect of the operation is set up, and it’s caused a rift that is starting to draw other
employees in to take sides. Team Dave doesn’t miss opportunities to take pot-shots at anyone on Team
Karin for being management lackies, and Team Karin has been dismissive of Team Dave’s concerns and
it’s members have been threatening to get Team Dave members fired. It doesn’t look like this will end
well. Your sympathies go to both sides, so you propose to mediate between them. Applying GRIT in this
situation would look like the following:

Get both sides to agree to talk formally with one another in the meeting room with the goal of resolving
the conflict. Reasonable human beings will recognize that the toxic environment is hindering
productivity and is bad for business. Team Dave knows that it will be a hassle having to look for and
secure new jobs, and Team Karin knows it’ll likewise be a lot of work to let everyone go and re-hire half
the operation, which will take time and will meanwhile slow operations down even further. No one want
this despite everyone taking sides and digging into their chosen positions till now. The willingness to
participate in a conflict resolution process requires that both parties show a concern for rescuing the
relationship.
After sitting down to talk to one another, actually listen to one another’s concerns. Much of conflict in
the workplace happens when two sides don’t understand each other’s thinking. Sharing each other’s
thoughts in a mature and controlled way will dispel some of the misunderstandings that led to the
conflict. One side gets a certain amount of time to state their case uninterrupted. The other gets the
same. Then they take turns responding to each other’s points.

Establish common ground. When two sides are locked in a dispute, they usually share more in common
than they realize. After discussing their differences, movement forward toward a resolution must
involve establishing points of agreement. If both parties agree that the success of their operation is in
their best interests, then you can start with such common goals and then work your way down to more
specific points of agreement. These may begin to suggest solutions.

Discuss innovative solutions to the conflict. With everyone in the room representing their various
interests within the organization and listening to one another’s concerns, truly cooperative collaboration
can begin in identifying solutions to operational problems.

Take turns exchanging concessions GRIT-style. After establishing common ground and considering
pathways towards operational solutions, address the lingering differences by getting both sides to
prioritize them and offer up the lowest-priority demands as a sacrifice to the deal you want them to
strike. If the other side like this, the principle of reciprocity compels them to drop their lowest priority
demand as well. Then both sides go back and forth like this with each condition until they reach an
agreement.

The agreement reached through such a collaborative process is a productive and reconciling one. Both
sides can learn from each other and develop professional from the process. Of course, if you find
yourself on one side of such a conflict, you can certainly represent those interests while also playing the
mediator.

If negotiations stall as both sides dig in and won’t budge on contentious demands, however, calling in a
mediator to conduct the negotiations and possibly an arbitrator to decide on what’s fair for both parties
is the best way forward. These may be found within an organization if it’s staffed with people properly
trained to mediate or arbitrate neutrally, or perhaps outside. Whatever the case, conflict resolution
starts with you, so getting practice in following this method builds excellent group problem-solving skills.

Mitigation Strategy

The points given below are some thumb rules to be observed if conflict arises:

 Do not ignore that conflict situation has taken place within the group.
 Allow individual group members to express their concerns. Stopping them from doing so will
result in more intense conflict.
 A good leader has to be an active listener and never judge the individual who has a problem.
 A good leader should help individual within the group to not allow the conflict get personal.
  Every problem emerging from a group should be seen as a group issues and not an individual
issue.
 A good leader should ask for suggestions and ideas to resolve the conflict and seek support of
the group to work together for the group goals/objectives.
 A good leader should recognise the value of each member of the group even during a conflict
situation.

Challenge 1: Uneven Participation

When implementing group work, one common challenge is uneven participation among team members.
Some may take charge while others may sit back, leading to an imbalance in workload and potentially
resentment. To address this, you can assign specific roles based on each member's strengths and
interests. This encourages accountability and ensures everyone contributes. Additionally, setting clear
expectations and regularly checking in can help maintain balanced participation.

Definition: This challenge involves ensuring that all group members actively contribute to the project
and collaborate effectively towards achieving common goals. It encompasses overcoming potential
barriers to participation, such as differing communication styles, personality conflicts, or unequal
distribution of workload.

Description: As the leader, I needed to create an inclusive and supportive environment where every
group member felt valued and encouraged to share their ideas. This involved facilitating discussions,
actively soliciting input from quieter members, and promoting a culture of open communication and
mutual respect. Additionally, I had to address any potential barriers to participation by addressing
concerns and ensuring that everyone had equal opportunities to contribute.

Elucidate the strategies you employed to surmount the defined challenges, supported by pertinent
academic sources

Mitigation Strategy

i. Clearly outlining ownership and specific tasks within the team is essential for successfully
completing any project. When each team member understands their role clearly, it paves the
way for smooth delivery. Designating a group leader and establishing a structured process for
regular discussions on the project's progress can greatly facilitate teamwork and enable equal
participation.
ii. Working in groups can be challenging. However, by effectively delegating tasks, assigning work
based on team members’ areas of expertise, actively listening, and catering messages to
individual communication styles, you can successfully navigate these challenges and create a
harmonious and productive team environment.
 iii. To address this, assigning specific roles tailored to each member's strengths and interests can
foster accountability and encourage active contribution. For instance, if a team member excels
in research, they could be tasked with gathering information for the project, while someone
with strong organizational skills could take on the role of coordinating tasks and deadlines.
Additionally, setting clear expectations from the outset and regularly checking in on progress
can help maintain balanced participation and ensure that everyone is actively engaged in the
group's efforts.

Team management Challenge

Read: https://www.linkedin.com/pulse/what-most-common-team-management-challenges-how-can-
you-aalok-desai-j78tc/
Leaders envision missions, encourage innovation, and foster trust and collaboration by prioritizing
organizational goals, guiding teams towards sustainable project success. Key characteristics distinguish a
leader: their visionary outlook, commitment to empowerment, emotional intelligence, adept decision-
making skills, and adaptability to changing circumstances.

In contrast, team management focuses on the operational aspects of day-to-day activities, coordinating
resources and tasks to achieve specific objectives. A team manager assumes a hands-on role, overseeing
workflows, resource allocation, and performance evaluations to ensure efficiency and productivity. Task
allocation, resource management, performance evaluation, conflict resolution, and coordination
constitute the key responsibilities of a team manager, with a focus on optimizing processes and
facilitating collaboration to achieve tangible results within defined timelines.