Building effective teamwork by fostering collaboration

Drawing from the theories of leadership, it is important to understand the different styles of leadership and approaches in order to effectively lead teams that consist of diverse individuals with unique needs and strengths to produce optimal results. While leadership theories seek to explain why leaders are who they are, there is a certain focus on traits and behaviors that distinguish leaders from the fold. According to Locke et al. (1991), certain actions are likely to be performed by individuals who possess certain traits. In fact, as theories on leadership suggest, these traits define the distinct common leadership styles: laissez-faire leadership, autocratic, transformational, etc., explaining why traits are crucial in determining a leader's style and effectiveness.

Researchers in leadership have shown how specific traits found in collaborative leaders prevent teams from getting stuck in endless debates, as illustrated by T. Hansen and Ibarra (2011). Although collaborative leadership is a new form of leadership still gaining acceptance, it is theorized as a form that considers a leader as a ‘facilitator rather than an isolated director’.Facilitation, essentially, involves empowering and motivating the team's actions, indicating that a leader's role is to enhance and encourage the team's activities. For instance, J. Ericson & Gratton (2007) successfully found that teams performed well when the top executives were collaborative and encouraged social relationships (an example of intrinsic incentive: motivation), also positing that the role of top executives (leaders) is to ensure mentoring and coaching are integrated into their daily routines.

Identifying common traits in collaborative leaders may enhance understanding of the factors contributing to their success. Studying these traits can help organizations choose and cultivate leaders who can successfully collaborate with others to achieve common objectives and promote a culture of collaboration. Further, the key to inclusive leadership is building strong teams through evaluation and strategy, which prioritize diversity and inclusion. A lingering question remains: Is the appreciative inquiry method genuinely effective in fostering transformational leadership in an organization?

This review seeks to reinforce the understanding of common traits identified in the study by T. Hansen & Ibarra (2011) and the strategies used by executives from various companies to promote collaborative cultures. This includes connecting external and internal ideas, leveraging diverse talent, demonstrating collaborative behavior at the top, and ensuring effective team management, illustrated through a case study of exemplary industry leaders embracing collaborative leadership traits.

Characteristic traits of collaborative leaders: a case study

Collaboration involves teamwork to achieve common goals among team members. This delicate affair requires careful juggling of multiple tasks and responsibilities.Authors Cameron & Archer (n,d) give a glimpse of what it takes to build collaborative leadership as they state that? ‘collaborative leaders have to pull off a tricky balancing act’ with the goal of improving the relationship's efficiency. This demonstrates that successful collaborative leaders have various leadership styles that help them manage and navigate the different challenges present in teams (Golleman, 2000). In fact, Golleman concisely suggests that effective leaders achieve optimal results by utilizing a variety of leadership styles throughout the week. Therefore, the characteristics of these leaders encompass a combination of various leadership styles. These traits exhibit a universality that cuts across these forms of leadership.

The following are the traits demonstrated by leaders from Akamai, GE, Reckitt Benckiser, and other companies as discussed in the article 'Are you a collaborative leader?' by Herminia Ibarra and Morten T. Hansen in the Harvard Business Review: https://hbr.org/2011/07/are-you-a-collaborative-leader

?Common traits of collaborative leaders

a)??? Strong passion for the cause

Passion for a cause is a strong tendency towards a cause for which one commits a lot of time and effort (J. Villarand et al., 2016). All the leaders in the study showcased these traits. As he deciphered the lack of collaboration that locked out critical input from some employees, Marc Benioff passionately pursued a collaborative approach by employing the power of social technology. The virtue of interaction that brought together the top executives and the employees brought about an aura of empowerment. The meeting lasted for weeks, and the result was him ‘fostering discussion across the entire team'.

b) Mediators of conflicts and differences

France’s Danone understands that diversity is a recipe for conflict. Collaborative leaders don’t avoid conflicts and differences. Instead, they meet them head-on. As demonstrated by France’s Danone, ensuring unity of understanding among its multilingual staff fosters inclusivity. This has, as France acknowledges, earned them the great talents they attract from their competitors.

c) Eager listeners

At Brazil’s Natura Cosméticos, CEO Alessandro Carlucci noticed a lack of teamwork among the top leadership. He initiated a “comprehensive engagement process” that indeed required him to be a good listener. Listening bolsters understanding of the issues and challenges bedeviling your team as they share them with you. The objective of “comprehensive engagement” was to “unify members around common goals and stop the power struggles,” thus fostering collaboration. The results show that, since the process was started, the team bond at Natura Cosméticos has grown stronger, and the business registered 21% growth in 2010.

d) Delegators

A problem that seems to stem from collaboration is ‘endless meetings and debating’. The article advises that the best remedy is to possess a strong hand in directing team formation and disbanding when needed. Strong leadership will also assign responsibilities, privileges, and clear rights. This is exactly what happens at Reckitt Benckiser. There is a clear demarcation of the breaking point and who to call the shots in case of a seemingly endless debate. Delegation improves team collaboration, development, and overall productivity by assigning work to the appropriate individuals. With each player playing a role, collaboration was enhanced, as each input was a vital ingredient of the final executable idea.

e) Problem solvers

According to Cote (2023), problem-solving is “the process of systematically removing barriers that prevent you or others from reaching goals." The goal of collaborative leaders is to promote collaboration. As?seen across the organizations discussed in the study, there are myriad hurdles to effective collaboration. It’s these barriers to collaboration that require collaborative leaders to provide solutions. Marc Benioff broke the barriers of individualism and, through social networks, brought about collaboration. Alessandro Carlucci of Natura Cosméticos initiated a “comprehensive engagement process’ that unified his team around a common goal. By stepping out as problem solvers, these leaders strengthened their teams and initiated collaborations where none existed.

?Inclusive leadership: leveling the ground for collaboration

?Perhaps what prevents the ‘old guard’ from adjusting to modern forms of leadership is the silo mentality resulting from the bureaucratic style of leadership. The bureaucracy is established in a clear hierarchy within the organization, with decision-making power (leadership) centralized at the top. One salient characteristic of bureaucracy is that communication is overly formalized, locking inclusivity in while making decisions within an organization (Ramakrishnan, 2023).

While leaders who cherish and control the structure of leadership (bureaucratic), Goman (2017) observes that ‘command and control’ isn’t a demon; as we put it, contemporary leadership is a combination of personal and interpersonal abilities that constitute the foundation of your capacity to influence, motivate, and inspire others. Hence, inspiration can stem from revised company missions that blend contemporary principles of organizational leadership, such as strategic leadership. Further, such leaders can incorporate these ideals by forming personal advisory boards to coach and provide feedback on interpersonal behaviors that promote inclusivity.

The advisory board begins by employing the Apreciative Inquiry Model (AI). The fundamental principle behind AI is to provide solutions by asking the right questions and interrogating every process intended to provide the solution (Banton, 2022). This is because feedback to the advisory from the leader is important because ‘are the right results being achieved? Second, by admitting their weaknesses and sharing their leadership development by sharing their assessment and creating inclusive sessions, they ‘test and build confidence’ on the merits of inclusivity. Finally, leaders can broaden their perspective by exposing themselves to new challenges combined with ‘open-ended questions (Titus & Bourke, 2020). This strategy embodies the three elements of appreciative inquiry: discover, dream, design, and deliver.

Inclusive leadership inspires active collaboration

The idea that teams that are overly collaborative in everything risk never reaching a consensus and thus end up in endless meetings depends on leadership. Collaboration is about sharing tasks, brainstorming ideas, and refining them. Inclusive leadership solves this conundrum since it embodies shared thinking by bringing a diverse workforce together. To paraphrase Titus & Bourke (2020), inclusive leadership improves organizational performance by promoting diversity, increasing participation, and fostering collaboration among ‘various consumers, markets, ideas, and talent through leaders' actions and words’. Collaborative leaders, therefore, by making team members feel like a part of the puzzle, encourage them to speak up, go the extra mile, and collaborate.

Notes:

Banton, C. (2022).Appreciative Inquiry: Definition, Principles, and Examples. Investopedia. https://www.investopedia.com/terms/a/appreciative-inquiry.asp#:~:text=The%20Appreciative%20Inquiry%20model%20was,inefficiencies%20and%20sub%2Doptimal%20outcomes .

Branson, H. ().Collaborating with over 500 companies to create 100% human workplaces. https://www.virgin.com/branson-family/holly-branson-blog/collaborating-with-over-500-companies-to-create-100-human-workplaces

Branson, R. (2015). Listen to your employees’ ideas. https://www.virgin.com/branson-family/holly-branson-blog/collaborating-with-over-500-companies-to-create-100-human-workplaces

Cameron, A., & Archer, D. (n, d). Collaborative Leadership: How to Succeed in an Interconnected World. https://www.amazon.com/Collaborative-Leadership-Succeed-Interconnected-World/dp/0750687053/ref=sr_1_4?s=books&ie=UTF8&qid=1415380027&sr=1-4

Cote, C. (2023).Why problem-solving skills are essential for leaders in any industry. Harvard Business School online. https://online.hbs.edu/blog/post/problem-solving-in-business

?Golleman, D. (2000). Leadership That Gets Results. Havard business Review. https://hbr.org/2000/03/leadership-that-gets-results#:~:text=Research%20has%20shown%20that%20the,%2C%20empathy%2C%20and%20social%20skill .

Goman , K. C. (2017). Six Crucial Behaviors Of Collaborative Leaders.Forbes. https://www.forbes.com/sites/carolkinseygoman/2017/07/11/six-crucial-behaviors-of-collaborative-leaders/?sh=5ecc0f8cbe31

Talbot(2028). Innovative Experiences: 3 Tips To Learn From Richard Branson. Forbes. https://www.forbes.com/sites/katetalbot/2018/10/17/innovative-experiences-3-tips-to-learn-from-richard-branson/?sh=72b479ca6413

Titus, A., and Bourke, J. (2020). The Key to Inclusive Leadership.hbr. https://hbr.org/2020/03/the-key-to-inclusive-leadership

Vallerand , J.R ., Carbonneau, N.,N? & St-Louis , C.A (2016). PassionforaCause:HowItAffects HealthandSubjectiveWell-Being.[ JournalofPersonality]. V C 2014 Wiley Periodicals, Inc. DOI:10.1111/jopy.12157.Retrieved from chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.lrcs.uqam.ca/wp-content/uploads/2017/04/Passion-for-a-cause.pdf