The individual and group development are necessary tasks performed by effective leaders. A leader must understand a team’s dynamics in order to develop a team. In order to create an effective team, it must contain a small number of people with complementary skills that share a common vision (Robbins, Stephen P., et al. 7).
Having a small size team is more effective in terms of management and increases team effort. The larger number of people in a team becomes difficult to develop a common purpose, goals, approach, and mutual accountability (Robbins, Stephen P., et al. 7). People may reason that since there are more people in the team, someone will be able to pick up the workload needed to accomplish the objectives resulting in a diffusion of responsibilities. So, if a team has a large number of peoples, breaking down the group into subteams would be optimal for team effort (Robbins, Stephen P., et al. 7).
In order for a team to perform effectively, they must have technical expertise, problem-solving and decision-making skills, and interpersonal skills (Robbins, Stephen P., et al. 7). The problem-solving and decision-making skills are necessary to identify any problems and be able to generate alternatives and solutions, evaluate those alternates and solutions, and be able to competently make choices (Robbins, Stephen P., et al. 7). Finally, having a common vision provides a team with a sense of direction, meaningful purpose, and commitment among its members (Robbins, Stephen P., et al. 7).

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What is Considered as Ineffective Leadership?
Ineffective leadership is not only a detriment to their followers but also becomes a hindrance in achieving the desired goals of the organization. Personal behaviors that lead to ineffectiveness include harmful behaviors towards subordinates, which includes intimidation and bullying (McCall and Lombardo). Along with anti-organizational behaviors which include laziness, lack of necessary management skills, and failing to build a team, and failure to create a vision for others to rally behind (McCall and Lombardo). According to Lombardo et al. the following characteristics contributes to the ineffective managers: Failure to create a cohesive team; Improper management; being excessively ambitious; lack of support and too demanding of subordinates; uncontrolled emotions; lack of empathy; unhealthy relations with subordinates; and refusal to entertain other ideas (202).
According to Den Hartog et al., the Researchers of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has found six attributes what were universally perceived as undesirable to effective leadership (219). The six attributes were ruthless, asocial, irritable, loner, egocentric, non-explicit, and non-cooperative, and dictatorial (Den Hartog et al. 219).
A major cause of failure of leaders is their inability to adapt to their new job, the new environment, and the inability to cope with a higher position of authority (Toor, Shamas-Ur-Rehman, and Stephen Ogunlana. “Ineffective Leadership”). The lack of emotional intelligence of leaders is viewed as a constraint with subordinates’ performance and strain their relationship. Which includes attributes such as charisma; personalized use of power; narcissism; negative life themes; and an ideology of hate (Padilla et al.).

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