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Analyzing the Team

Last week, you began to analyze your team by considering its level of emotional intelligence (EI). You also considered the communication style of both the team and leader. You will continue analyzing the team and its leaders by using the concepts that we have studied this week. Consider the following categories and answer the questions:


What are the common values team members’ shares? How do these common values help the leader?

Are there any shared team values, which, if present hinder the team’s performance? Justify.

Are there any shared values missing which if present would enable higher team performance?

Is the leader a value-based leader? Justify.

What action steps would enhance the shared values of the team?


How would you analyze the leader of the team using the four EI dimensions (self-awareness, self-management, social awareness, and relationship management)?

What competencies does the leader have that are strengths?

What competencies might be lacking or are weaknesses?

Is the team marked by resonance (positive emotions) or dissonance (negative emotions)?

What action steps would help improve the leaders’ EI?


Is power shared in the group? How?

Do team members feel empowered?

Is the level of empowerment in the group appropriate? Why?

What conditions exist that support team members’ feelings of empowerment?

What conditions exist that if removed could increase team members’ feelings of empowerment?

What action steps could improve empowerment/motivation in the team?


What type of communication occurs in team interactions (i.e., persuasion, information, entertainment, relationship)?

Does the correct type of communication occur or does the wrong type of communication frequently occur?

What type of communication method does the leader use? Does the leader listen, persuade, manipulate, or coerce?

What actions steps could improve team communication?

Team Design

How well is the team designed? Is there any category of the team design phases (i.e., task analysis, people, process or procedures) that needs to be re-examined and possible changes made?

Where is the team at in the stages of team development?

What action steps could improve team design or development?

You might need to interview some team members to gather answers. You should do some research by using the South University Online Library or the Internet to help you formulate the necessary action steps. Be sure to include at least three library sources and eight to ten key concepts from the readings. If you are the leader of the team, you should ask members of the team to help you develop answers to the questions.

Submission Details:

Summarize your answers in a 3-page Microsoft Word document, using APA style.

Support your responses with examples and research.


Week 1 Project: Starting a Team

Alicia Younes

MGT3102 Leadership

South University – Online



One of the key leadership skills that leaders ought to possess is to understand how to work effectively with other members to make positive changes. Ensuring operations run smoothly perhaps demands managerial skills as well as leadership skills to facilitate, oversee the group, promote team working, and manage conflict (Drew & Roggenhofer, 2016). When establishing a team to work on a specific project, it’s important to evaluate if the members selected are the most appropriate by considering if they can communicate transparently and frequently, will understand their goals, and work jointly to achieve them, when each member is allocated roles will play them excellently and skillfully, supportive and eager to share knowledge, insights, and news, and lastly, if given the role of a team leader, will they be patient, knowledgeable, and open to help every member. For the week 1 leadership project, I decided to form a group with other three members hoping to change our community for the better by coordinating a community-based organization to conserve the environment.

The team members and purpose of the team.

As identified earlier, the team will consist of four members who include the Chairman of the Global Community in my area, a lawyer specializing in environmental law, a religious leader, and I, we hope to make a difference in our community. The purpose of forming the group is to coordinate a community-based organization that will focus on empowering members of the community to conserve the environment by creating awareness on the importance of conserving the environment and different environmental laws.

My roles in the group.

We are already interacting with the team members whereby we meet two days a week to discuss the progress of the group objectives, I’m the overall coordinator and so I act as the leader since most of the other members are much preoccupied with personal matters. We shared the roles amongst ourselves and my role as far as this assignment is concerned is to research specific ways to empower members of the community and evaluate the expected benefits after implementing the plan. This is different from my previous roles of coordinating, planning, and heading meetings for groups, Pelton (2019) claim that the United Nations reported that between market between 2016 and 2030, over 470 million jobs will be needed to fill the gaps for new entrants into the labor market, one way of doing so is by empowering the communities and helping them establish projects that may create jobs.

I justified that before doing so, it will be important that the group first evaluate various community needs and opportunities for services by conducting a community assessment and involving and committing views of community members. I identified that the community may be empowered through training on how to conserve the environment sustainably through learning how to reduce paper waste, encourage more recycling, reusing and reducing, encourage the use of renewable resources of energy such as solar, wind, falling water energy, plant more trees, embrace cleaning up garbage, and participate in an energy audit for their community center.

Effective leadership characteristics

Landry (2018) argue that there is no single right way for a leader to effectively lead a team, but there are several similar characteristics that enable leaders to be successful. I hope to practice the following characters towards achieving the group objectives, first, influence other members by motivations and encourage them to share their opinions and utilize their views to make a change and show that their ideas are valuable. Second, practice transparency by being open about the organization’s goals and challenges, making it easier for colleagues and community members to understand their role and their contribution to the entire plan. Third, conveys a commitment to fairness by practicing value ethics and integrity to ensure all stakeholders feel safe.

The Seven habits of a successful leader by Stephen Covey (1990).

After reviewing the seven habits by Stephen Covey, I noted that they are very essential tools to any leader in whatever position juts like Frase & Downey (1993) claim that the Seven habits teach leaders how to be highly effective and how to lead themselves. I hope to incorporate the Seven habits by Stephen Covey in different ways in my leadership. First, I hope to be valuing the importance of something and handle it with care at the right time to avoid rashness. Second, I hope to always focus on what matters most, for instance, concentrate on making sure the program runs smoothly and the community’s needs are met. Third, be listening first to understand others before deciding on the most appropriate action. Fourth, practice the character of Sharpening the saw by gaining confidence, new skills, and strengthening my relationship with all stakeholders day after day. Fifth, begin with the end in mind by always setting and leading the goals to add value. Sixth, I hope to do what I desire now before reaching to a point of looking for someday to do the same. I will be proactive by thinking ahead of others and focusing on leading them to a bright future where members of the community will have realized the importance of conserving the environment. Lastly, I believe that the resonant leader style is the most appropriate style to use in this group because it embraces visions, coaching, affiliative, and democracy.


Drew, J., McCallum, B., & Roggenhofer, S. (2016). Journey to lean: making operational change stick. Springer.

Frase, L. E., & Downey, C. J. (1993). Book Review: The Seven Habits of Highly Effective People: Restoring the Character Ethic.

Landry L., (2018). Characteristics of an effective leader. Harvard Business School. https://online.hbs.edu/blog/post/characteristics-of-an-effective-leader

Pelton, J. (2019). UN Sustainable Development Goals for 2030. Handbook of Small Satellites: Technology, Design, Manufacture, Applications, Economics and Regulation, 1-30.

Week 2 project

Alicia Younes

MGT3102 Leadership

South University – Online


If the leader is self-conscious, he would be aware of how he feels and how his emotions and behaviors affect those around him at all times. Being self-aware in a leadership role also entails having a clear understanding of your strengths and weaknesses, as well as acting with honesty. To improve self-awareness, the leader should, as much as possible, keep a journal Self-awareness is enhanced by keeping a journal (De Vries et al., 2010). You can increase your self-awareness by spending just a few minutes each day jotting down your thoughts.

The team handles their emotions by Learning more about what is going on in the world. People sometimes need to have their sentiments acknowledged. When you talk to them about the problem, they will most likely feel relieved. As a result, after an outburst, schedule a private meeting with your team (Goleman, 2021). This is your opportunity to get to the bottom of the situation. Begin by asking simple inquiries such as, “It appears that you have strong feelings about something – what is the source of those feelings?” Pay close attention to the answers and use your active listening abilities. People may feel frightened or believe they have failed. They can be concerned about their workload and think they won’t be able to handle it.

Adjust to Emotional Changes Check in with your coworkers regularly to see how they’re doing. It might be as short as five minutes after one-on-ones or team meetings. This does not have to be a set amount of time, and you are not obligated to reply to your team members’ issues immediately (Guerrero, 2021). Give them a chance to speak up. When people refuse to speak, their body language might provide important information. A worried team member, for example, would clench her jaw. Slumped shoulders can indicate boredom or detachment, but quivering and twitching can show enthusiasm.

Emotional intelligence in this team is moderate as team members can give constructive feedback when interacting in the group and among the group members. Research shows that teams with high EQ and IQ have excellent communication, which leads to the necessary sharing and collaboration. If they are to progress and go forward together, teams must learn to give and receive feedback (De Vries et al., 2010). Engineers and operators are bright people with high IQs, but many need to work on their emotional intelligence to communicate more effectively. Teams with a high EQ will consistently outperform those with a low EQ since they can learn and accomplish more.”

I feel this is an area the team leader should help team members to improve on as Early Symptoms of an Emotional Crisis to Look Out for It is impossible to dismiss a full-fledged emotional outburst. However, suppose you notice more subtle emotional behaviors, such as a team member who appears withdrawn or grumpy. In that case, it is advisable to keep a close eye on them rather than taking immediate action (De Vries et al., 2010). This may seem illogical. Even the most talented and professional people sometimes have “off days” irritable, preoccupied, or angry. People need to know that they can talk to you if they want, but they may not want to. People often want to “get to the end of the day” and “keep their heads down.”

I would describe the leader communication style as persuasive as our leader inspires individuals to collaborate, achieve more than they ever imagined possible, strive for seemingly unattainable goals, and set personal interests aside (at least temporarily) in favor of a more significant communal aim (De Vries et al., 2010).

There are these two members in our group whose communication style is persuasive every time they interact with our group members. They utter a word of encouragement to other team members to do their best to achieve the goal of the group by the end of the group discussion. Leaders’ communication styles affect members in different ways as the link between leadership style and communication extends to group communication structure (Guerrero, 2021). Democratic, participative, and transformational leadership styles promote a decentralized communications system in which each team member communicates with each other regularly.

The team members are driven by theory Y as leaders have a positive, upbeat attitude toward their staff and manage in a decentralized, interactive manner. This encourages the leader and his or her team to collaborate and trust one another more. When members of the team are given more responsibility, leaders encourage them to improve their skills and recommend changes. (Goleman, 2021). Performance appraisal are held on a regular basis, but they are used to promote open communication rather than to supervise members of the team, since they are in Theory X businesses.

As a leader, I have adopted democratic leadership, where team members make decisions without imposing their ideas. The action step I will take as a leader to enhance leadership style in my team includes Deciding what you want to achieve as a result of your efforts. Please make a list of the steps you’ll need to take, and then stick to it. Set deadlines and prioritize projects. Set goals for yourself. Determine the required resources. Make a mental picture of your strategy. Keep an eye on things, assess them, and make changes as needed.


De Vries, R. E., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership= communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of business and psychology, 25(3), 367-380.

Goleman, D. (2021). Leadership: The power of emotional intelligence. More Than Sound LLC.

Guerrero, I. M. (2021). Predicting Objective Career Success: An Examination of Leadership and Proactive Personality.