Strengths-Based Leadership - Revision history

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2023-05-09T20:54:08Z

Abstract

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	= Abstract =		= Abstract =
	Recent years have brought about a substantial increase in scholarly interest in the strengths-based leadership approach - a specific form of a positive leadership style. Adopting a strengths-based approach has a positive relationship with individuals’ happiness, feeling of purpose, wellness in the workplace, and performance. <ref name="DingSBL"> Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. ''South African Journal of Business Management, 51(1)''. https://doi.org/10.4102/sajbm.v51i1.1832 </ref> According to Rath's and Conchie's research <ref name="Book"> Gallup, Rath, T., & Conchie, B. (2008). ''Strengths Based Leadership: Great Leaders, Teams, and Why People Follow''. Simon and Schuster. </ref>, employees' probability of being engaged, when leaders place emphasis on leveraging each team member's distinctive strengths, increases by a factor of eight. That is, compared to a leader that does not value individual strengths. This article covers the three fundamental principles of strengths-based leadership: (1) the most effective leaders consistently invest in strengths, (2) the most effective leaders maximize their team by surrounding themselves with the right individuals, and (3) the most effective leaders have understanding of the needs of their followers. It is argued that by identifying and improving both their own and their team members' strengths, leaders may increase effectiveness and productivity within the team or organization. Additionally, actionable recommendations are made to develop a leadership style that is strengths-based.		Recent years have brought about a substantial increase in scholarly interest in the strengths-based leadership approach - a specific form of a positive leadership style. Adopting a strengths-based approach has proven to have a positive relationship with individuals’ happiness, feeling of purpose, wellness in the workplace, and performance. <ref name="DingSBL"> Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. ''South African Journal of Business Management, 51(1)''. https://doi.org/10.4102/sajbm.v51i1.1832 </ref> According to Rath's and Conchie's research <ref name="Book"> Gallup, Rath, T., & Conchie, B. (2008). ''Strengths Based Leadership: Great Leaders, Teams, and Why People Follow''. Simon and Schuster. </ref>, employees' probability of being engaged, when leaders place emphasis on leveraging each team member's distinctive strengths, increases by a factor of eight. That is, compared to a leader that does not value individual strengths. This article covers the three fundamental principles of strengths-based leadership: (1) the most effective leaders consistently invest in strengths, (2) the most effective leaders maximize their team by surrounding themselves with the right individuals, and (3) the most effective leaders have understanding of the needs of their followers. It is argued that by identifying and improving both their own and their team members' strengths, leaders may increase effectiveness and productivity within the team or organization. Additionally, actionable recommendations are made to develop a leadership style that is strengths-based.

	= Relevance of Strengths-Based Leadership =		= Relevance of Strengths-Based Leadership =

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2023-05-09T20:53:25Z

Abstract

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	= Abstract =		= Abstract =
	Recent years have brought about a substantial increase in scholarly interest in the strengths-based leadership approach - a specific form of a positive leadership style. Adopting a strengths-based approach has a positive relationship with individuals’ happiness, feeling of purpose, wellness in the workplace, and performance. <ref name="DingSBL"> Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. ''South African Journal of Business Management, 51(1)''. https://doi.org/10.4102/sajbm.v51i1.1832 </ref>		Recent years have brought about a substantial increase in scholarly interest in the strengths-based leadership approach - a specific form of a positive leadership style. Adopting a strengths-based approach has a positive relationship with individuals’ happiness, feeling of purpose, wellness in the workplace, and performance. <ref name="DingSBL"> Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. ''South African Journal of Business Management, 51(1)''. https://doi.org/10.4102/sajbm.v51i1.1832 </ref> According to Rath's and Conchie's research <ref name="Book"> Gallup, Rath, T., & Conchie, B. (2008). ''Strengths Based Leadership: Great Leaders, Teams, and Why People Follow''. Simon and Schuster. </ref>, employees' probability of being engaged, when leaders place emphasis on leveraging each team member's distinctive strengths, increases by a factor of eight. That is, compared to a leader that does not value individual strengths. This article covers the three fundamental principles of strengths-based leadership: (1) the most effective leaders consistently invest in strengths, (2) the most effective leaders maximize their team by surrounding themselves with the right individuals, and (3) the most effective leaders have understanding of the needs of their followers. It is argued that by identifying and improving both their own and their team members' strengths, leaders may increase effectiveness and productivity within the team or organization. Additionally, actionable recommendations are made to develop a leadership style that is strengths-based.

	According to Rath's and Conchie's research <ref name="Book"> Gallup, Rath, T., & Conchie, B. (2008). ''Strengths Based Leadership: Great Leaders, Teams, and Why People Follow''. Simon and Schuster. </ref>, employees' probability of being engaged, when leaders place emphasis on leveraging each team member's distinctive strengths, increases by a factor of eight. That is, compared to a leader that does not value individual strengths. This article covers the three fundamental principles of strengths-based leadership: (1) the most effective leaders consistently invest in strengths, (2) the most effective leaders maximize their team by surrounding themselves with the right individuals, and (3) the most effective leaders have understanding of the needs of their followers. It is argued that by identifying and improving both their own and their team members' strengths, leaders may increase effectiveness and productivity within the team or organization. Additionally, actionable recommendations are made to develop a leadership style that is strengths-based.

	= Relevance of Strengths-Based Leadership =		= Relevance of Strengths-Based Leadership =

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2023-05-09T20:53:05Z

Annotated Bibliography

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	The strengths-based leadership approach, which places a strong emphasis on acknowledging and using team and individual strengths to improve organizational performance, is thoroughly explained in this book. The authors explore the key components of strengths-based leadership, such as the significance of focusing on individual's strengths, creating an encouraging work environment, and establishing strong relationships with team members, by drawing on extensive research by Gallup and real-world experience. Along with strategies for implementing these newfound insights to use to increase leadership effectiveness, the book also includes a thorough assessment tool, the StrengthsFinder, for identifying personal and team strengths. For those looking to understand and incorporate strengths-based leadership principles into their own leadership practices, this book is a must-read.		The strengths-based leadership approach, which places a strong emphasis on acknowledging and using team and individual strengths to improve organizational performance, is thoroughly explained in this book. The authors explore the key components of strengths-based leadership, such as the significance of focusing on individual's strengths, creating an encouraging work environment, and establishing strong relationships with team members, by drawing on extensive research by Gallup and real-world experience. Along with strategies for implementing these newfound insights to use to increase leadership effectiveness, the book also includes a thorough assessment tool, the StrengthsFinder, for identifying personal and team strengths. For those looking to understand and incorporate strengths-based leadership principles into their own leadership practices, this book is a must-read.

	'''~~Pearce~~, R. (~~2018~~). ~~''Be a Project Motivator~~: ~~Unlock the Secrets~~ of ~~Strengths-Based Project~~ Management'' (~~1st ed.~~)~~. Berrett-Koehler Publishers~~.		'''Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. South African Journal of Business Management, 51(1).
	'''		'''

	~~Project managers are provided with guidelines for incorporating strengths-based approaches~~ and ~~positive psychology into their projects in this book by R. Pearce. The book demonstrates how~~ team strengths ~~can be identified and used~~ to ~~increase productivity and~~ the ~~likelihood~~ of ~~project success through the use~~ of ~~practical examples~~. ~~The author highlights~~ the ~~importance~~ of ~~being a project motivator and offers practical strategies for fully making use of team~~ strengths~~. The book also offers suggestions for avoiding common pitfalls as well as insightful information about potential difficulties that might arise when strengths are prioritized. In general~~, ~~this book is an invaluable tool for project managers who want to foster an encouraging and productive workplace environment~~.		According to the study's findings, task performance may be positively impacted by leaders who put an emphasis on enhancing and leveraging team members' strengths. This study is pertinent to the subject of strengths-based leadership because it shows how this method of leadership may help teams complete tasks and projects more efficiently. Additionally, this study offers empirical proof of the value of strengths-based leadership, which may be relevant for those interested in the approach.

	'''~~Ding~~, ~~H., Yu, E., & Li, Y~~. (~~2020~~). Strengths-~~based leadership and its impact on task performance: A preliminary study. South African Journal of Business~~ Management~~, 51~~(1).		'''Pearce, R. (2018). ''Be a Project Motivator: Unlock the Secrets of Strengths-Based Project Management'' (1st ed.). Berrett-Koehler Publishers.
	'''		'''

	~~According to the study's findings, task performance may be positively impacted by leaders who put an emphasis on enhancing~~ and ~~leveraging~~ team ~~members'~~ strengths~~. This study is pertinent~~ to the ~~subject~~ of ~~strengths-based leadership because it shows how this method~~ of ~~leadership may help teams complete tasks and projects more efficiently~~. ~~Additionally, this study~~ offers ~~empirical proof of the value~~ of strengths~~-based leadership~~, ~~which may be relevant for those interested in the approach~~.		Project managers are provided with guidelines for incorporating strengths-based approaches and positive psychology into their projects in this book by R. Pearce. The book demonstrates how team strengths can be identified and used to increase productivity and the likelihood of project success through the use of practical examples. The author highlights the importance of being a project motivator and offers practical strategies for fully making use of team strengths. The book also offers suggestions for avoiding common pitfalls as well as insightful information about potential difficulties that might arise when strengths are prioritized. In general, this book is an invaluable tool for project managers who want to foster an encouraging and productive workplace environment.

	'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''		'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''

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2023-05-09T20:52:39Z

Annotated Bibliography

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	'''Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. South African Journal of Business Management, 51(1).		'''Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. South African Journal of Business Management, 51(1).
	'''		'''

			According to the study's findings, task performance may be positively impacted by leaders who put an emphasis on enhancing and leveraging team members' strengths. This study is pertinent to the subject of strengths-based leadership because it shows how this method of leadership may help teams complete tasks and projects more efficiently. Additionally, this study offers empirical proof of the value of strengths-based leadership, which may be relevant for those interested in the approach.

	'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''		'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''

S222535: /* Annotated Bibliography */

2023-05-09T20:48:55Z

Annotated Bibliography

← Older revision		Revision as of 20:48, 9 May 2023
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	Project managers are provided with guidelines for incorporating strengths-based approaches and positive psychology into their projects in this book by R. Pearce. The book demonstrates how team strengths can be identified and used to increase productivity and the likelihood of project success through the use of practical examples. The author highlights the importance of being a project motivator and offers practical strategies for fully making use of team strengths. The book also offers suggestions for avoiding common pitfalls as well as insightful information about potential difficulties that might arise when strengths are prioritized. In general, this book is an invaluable tool for project managers who want to foster an encouraging and productive workplace environment.		Project managers are provided with guidelines for incorporating strengths-based approaches and positive psychology into their projects in this book by R. Pearce. The book demonstrates how team strengths can be identified and used to increase productivity and the likelihood of project success through the use of practical examples. The author highlights the importance of being a project motivator and offers practical strategies for fully making use of team strengths. The book also offers suggestions for avoiding common pitfalls as well as insightful information about potential difficulties that might arise when strengths are prioritized. In general, this book is an invaluable tool for project managers who want to foster an encouraging and productive workplace environment.

			'''Ding, H., Yu, E., & Li, Y. (2020). Strengths-based leadership and its impact on task performance: A preliminary study. South African Journal of Business Management, 51(1).
			'''

	'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''		'''Project Management Institute. (2021). ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)'' (7th ed.). '''

S222535: /* Limitations and Drawbacks */

2023-05-09T20:42:57Z

Limitations and Drawbacks

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	= Limitations and Drawbacks=		= Limitations and Drawbacks=
	Any team or organization ought to have effective leadership if it is to succeed. The strengths-based leadership approach has been demonstrated to have a positive impact on work-related well-being, team's engagement and performance, as already described in this article. However, as anticipated, some researchers have voiced scepticism regarding the approach and pointed out potential drawbacks. Leaders who overuse their strengths might notice a decline in performance since, paradoxically, they have turned their strengths into weaknesses. Furthermore, leaders who concentrate solely on strengths risk ignoring other areas that requires attention, which may eventually have a detrimental effect on the performance of the team and the organization as a whole. Thus, it is essential for leaders to employ a balanced approach that acknowledges the value of focusing on strengths while simultaneously be aware of addressing areas that may need growth and development. <ref name="KaizerLimitations"> Kaiser, R. B., & Overfield, D. V. (2011). Strengths, strengths overused, and lopsided leadership. ''Consulting Psychology Journal: Practice and Research, 63(2)'', 89–109. https://doi.org/10.1037/a0024470 </ref>		Any team or organization ought to have effective leadership if it is to succeed. The strengths-based leadership approach has been demonstrated to have a positive impact on work-related well-being, team's engagement and performance, as already described in this article. However, as anticipated, some researchers have voiced scepticism regarding the approach and pointed out potential drawbacks. Leaders who overuse their strengths might notice a decline in performance since, paradoxically, they have turned their strengths into weaknesses. Furthermore, leaders who concentrate solely on strengths risk ignoring other areas that requires attention, which may eventually have a detrimental effect on the performance of the team and the organization as a whole. Thus, it is essential for leaders to employ a balanced approach that acknowledges the value of focusing on strengths while simultaneously be aware of addressing areas that may need growth and development. <ref name="KaizerLimitations"> Kaiser, R. B., & Overfield, D. V. (2011). Strengths, strengths overused, and lopsided leadership. ''Consulting Psychology Journal: Practice and Research, 63(2)'', 89–109. https://doi.org/10.1037/a0024470 </ref>
	Pearce examines, in her book, the potential risks associated with under- and overusing strengths in a project team. In-depth examples of these limitations are provided using the case study of the program manager Maggie. For instance, the strength of honesty might be overused if a person is overly blunt ~~and underused if a person avoids addressing problems with the project~~. <ref name="PearceBook"/> This emphasizes the value of a well-balanced approach when leading with strengths. <ref name="KaizerLimitations"/>		Pearce examines, in her book, the potential risks associated with under- and overusing strengths in a project team. In-depth examples of these limitations are provided using the case study of the program manager Maggie. For instance, the strength of honesty might be overused if a person is overly blunt. <ref name="PearceBook"/> This emphasizes the value of a well-balanced approach when leading with strengths. <ref name="KaizerLimitations"/>

	Additionally, it has been observed that many organizations struggle to successfully use the results of strengths identification assessments, despite the fact that they are widely used and can offer insightful information on character strengths. This may reduce the assessment's potential advantages and make it difficult for individuals to enhance and utilize their strengths. Therefore, simply acknowledging strengths is inadequate. For optimal utilization of the assessment's potential advantages, it is essential to engage in conversation about and comprehend the results. Hence, organizations should make sure that participants are appropriately debriefed and given opportunity to continue improving their identified strong areas. <ref name="ShuttLimitations"> Shutt, T. (2023). An Examination of Conflict Resolution in Dispersed Organizations Using Strengths-Based Leadership. ''Digital Commons @ ACU''. </ref>		Additionally, it has been observed that many organizations struggle to successfully use the results of strengths identification assessments, despite the fact that they are widely used and can offer insightful information on character strengths. This may reduce the assessment's potential advantages and make it difficult for individuals to enhance and utilize their strengths. Therefore, simply acknowledging strengths is inadequate. For optimal utilization of the assessment's potential advantages, it is essential to engage in conversation about and comprehend the results. Hence, organizations should make sure that participants are appropriately debriefed and given opportunity to continue improving their identified strong areas. <ref name="ShuttLimitations"> Shutt, T. (2023). An Examination of Conflict Resolution in Dispersed Organizations Using Strengths-Based Leadership. ''Digital Commons @ ACU''. </ref>

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2023-05-09T20:41:18Z

Indicators of high-performing teams

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	=== Indicators of high-performing teams ===		=== Indicators of high-performing teams ===
	Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent. <ref name="Book"/> Similarly to ~~Rath and Conchie~~, the PMBOK Guide underscores the importance of establishing and sustaining high-performing project teams for effective project management. The value of strong teamwork, clear communication, trust, empowerment, and sense of recognition are all examples of factors mentioned. <ref name="PMI1"/>		Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent. <ref name="Book"/> Similarly to Gallup's findings, the PMBOK Guide underscores the importance of establishing and sustaining high-performing project teams for effective project management. The value of strong teamwork, clear communication, trust, empowerment, and sense of recognition are all examples of factors mentioned. <ref name="PMI1"/>

	== Understanding follower's needs ==		== Understanding follower's needs ==

S222535: /* Indicators of high-performing teams */

2023-05-09T20:40:43Z

Indicators of high-performing teams

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	=== Indicators of high-performing teams ===		=== Indicators of high-performing teams ===
	Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent. <ref name="~~PMI1~~"/> Similarly to Rath and Conchie, the PMBOK Guide underscores the importance of establishing and sustaining high-performing project teams for effective project management. The value of strong teamwork, clear communication, trust, empowerment, and sense of recognition are all examples of factors mentioned. <ref name="PMI1"/>		Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent. <ref name="Book"/> Similarly to Rath and Conchie, the PMBOK Guide underscores the importance of establishing and sustaining high-performing project teams for effective project management. The value of strong teamwork, clear communication, trust, empowerment, and sense of recognition are all examples of factors mentioned. <ref name="PMI1"/>

	== Understanding follower's needs ==		== Understanding follower's needs ==

S222535: /* Indicators of high-performing teams */

2023-05-09T20:40:30Z

Indicators of high-performing teams

← Older revision		Revision as of 20:40, 9 May 2023
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	=== Indicators of high-performing teams ===		=== Indicators of high-performing teams ===
	Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent.		Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent. <ref name="PMI1"/> Similarly to Rath and Conchie, the PMBOK Guide underscores the importance of establishing and sustaining high-performing project teams for effective project management. The value of strong teamwork, clear communication, trust, empowerment, and sense of recognition are all examples of factors mentioned. <ref name="PMI1"/>

	== Understanding follower's needs ==		== Understanding follower's needs ==

S222535: /* Indicators of high-performing teams */

2023-05-09T20:28:33Z

Indicators of high-performing teams

← Older revision		Revision as of 20:28, 9 May 2023
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	=== Indicators of high-performing teams ===		=== Indicators of high-performing teams ===
	~~Finding~~ the ~~right people~~ to ~~join~~ the team ~~makes figuring out whether it is heading in the right direction fairly simple~~. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent.		Assembling team members with the appropriate strengths is not sufficient to create a high-performing group. The team's leader must consistently invest time and efforts to develop the strengths of each member and establish solid bonds among the team members. According to Gallup's nearly four decades of research on leadership teams, there are several indicators that may be used to identify a strong and high-performing team. The following is a list of these indicators: (1) Strong teams are results-driven, which means that conflict doesn't derail them, (2) strong teams prioritize what's best for the organization before moving forward, (3) members of strong teams are equally committed to their personal lives and work, (4) strong teams embrace diversity, and (5) strong teams attract talent.

	== Understanding follower's needs ==		== Understanding follower's needs ==