Creating Successful Teams as an Army Leader

For army organizations to complete their responsibilities, missions, and goals, effective teams are essential. Army leaders, medics, personnel, and commanders must be able to create cohesive teams through shared trust while preserving these teams throughout Army operations. However, it can be difficult to create and maintain successful teams because of the various collaborative activities and tasks that are typical in the operational environment. Therefore, the three crucial components that constitute the research's aim must be continually pursued by Army officials. In Army operations, these components include identity, climate, and cohesion. This study will explore the role of Army leaders in fostering a good environment for effective teamwork and what should be addressed to enhance effective teamwork in Army operations. Moreover, the performance of a team varies from individual efforts owing to shared ideas and common goals that help to accomplish the mission. Teamwork is therefore an essential aspect of the Army as it helps to incorporate diverse ideas and unity to achieve the desired goal.

Building Effective Teams as Army Leader

Teamwork is an essential element in Army operations. It enables the Army to apply cohesion, identity and climate as important qualities in building and maintaining effective teams (AR 600-100). Moreover, the Army needs to work as a team in pursuit of common goals and objectives so as to improve performance and develop accurate assessments of the combat situation. The Army can also build cohesive teams by embracing mutual trust as a mission command. This way, staff, commanders and every Army leader will understand the essence of team dynamics. Cohesion is developed through collaboration between team members and team leaders. This is instrumental in achieving a shared vision, competence, confidence and trust among Army members and their leaders. Moreover, the key to effective teamwork is coordinated and cooperative efforts aimed at bringing individuals together in pursuit of a common goal (ADP 6-22). Team dynamics depend on the personalities of team members and are likely to impact the performance of the team, its identity and the organizational environment. Army team building is a progressive process aimed at allowing a group of committed people to achieve their goals and enhance their effectiveness (Zaccaro, Rittman & Marks, 2002). The Army team has a goal to improve team quality and its ability to work together to realize its mission.

Team Climate

Army leaders have a responsibility to create an atmosphere that relates to their skills, actions and values. Moreover, team leaders influence performance by way of enabling a supportive environment. A positive climate requires an Army leader to build and maintain team cohesion and interpersonal trust. Army leaders have a role of inspiring, guiding and motivating the team towards achieving a common goal through coordinated efforts (ADP 6-22). Army leaders must therefore create a positive climate to enable those in the team feel aggravated and complete the assigned tasks. Team members need to make their contributions, which Army leaders must appreciate, hear and feel so that they consider themselves as important team members (Gieseman, 2015). It is necessary to recognize that building effective teams is not just the duty of a team leader but also the team members. A positive climate of combat operations helps to avoid stress because people develop shared attitudes and perceptions about team operations (AR 600-100). Moreover, a climate of trust emanates from the ability to foster values and norms that enhance a mutually helpful environment.

Army leaders develop and maintain positive attitudes and expectations that yield a setting for effective work behaviors along with positive expectations (Zaccaro et al., 2002). In order to build effective teams through a positive climate, Army leaders must emphasize on communication of focus and a vision so that team members are cognizant of what is expected from them (Siebold, 2006). Army leaders should allow team members the freedom to exercise their initiatives while maintaining a strict focus towards training. It is also necessary for Army leaders to portray confidence among team members through pursuing their ideas and engaging them in decision making. This will be helpful in ensuring that the team members know they are appreciated for their efforts. A positive climate for Army operations inspires a sense of discipline, morale, self-respect and mutual trust (ADP 6-22). An effective team leader portrays a sincere concern for the welfare of the team as this indicates a positive climate that exceeds any actions of an Army leader.

Team Identity

Effective teamwork commences with creating team identity and a shared vision that every team member understands. In fact, the vision provides a common focus and direction for the whole team. Army leaders should develop and communicate the vision, plan the mission of the team to ensure it matches the vision (Gieseman, 2015). Notably, teams with a shared understanding in terms of purpose and vision possess better coordination alongside less conflict. Team identity is the ability of a team leader to discuss and determine the values, strengths, limitations and the purpose of the team (ADP 6-22). The Army leader will be able to understand the unique skills of each team member and their contribution towards the team. Moreover, each team member has a role of creating team identity so that the team leadership fits into the desired objectives (AR 600-100). Effective teamwork arises from a team’s identity that is influenced by the organizational climate. As a result, it is necessary to discuss and recognize the outcomes and the processes that fit into the operational context of the Army. An understanding of a team’s organizational context is essential in developing a team’s identity.

Team identity is also attributed to team support from senior leaders. Moreover, team members of permanent terms may notice that the team’s mission and purpose change owing to leadership changes over time (ADP 6-22). Effective teamwork also emerges from understanding the unique characteristics, skills, experiences and knowledge that each team member holds. Army leaders should therefore allow team members to give a description of themselves, their perspectives and experiences. Team statements should be developed as a way of capturing the team’s identity. The statement, in this case, will be instrumental when engaging other individuals within or out of the organization. The Army leader will be able to understand the value of the team in terms of what it can offer (Zaccaro et al., 2002). Most importantly, the team’s identity should be reevaluated on a periodic basis owing to changes that happen over time. Team discussions and what was agreed upon are necessary for reevaluation to determine if they still align with the central mission and purpose of the team.

Team Cohesion

Cohesion arises from motivational factors and relationships that enable teams to work collaboratively (Siebold, 2006). Notably, a cohesive team ignores the interfering differences and chooses cooperation and coordinated efforts. The Army leader has an opportunity in every mission to reinforce internal bonds and challenge new levels of performance, confidence and accomplishment (ADP 6-22). There are three elements namely bonding, commitment and resolve that foster cohesion in Army operations. Bonding entails the ability to develop strong interpersonal relationships among members of a team and their leaders. It is attributed to shared experiences that enhance how interpersonal relationships are developed (Gieseman, 2015). Commitment is the ability of a team to dedicate itself and represent the goals and values associated with the Army. Every team member must show commitment towards teamwork and realize the dependence of others on them (ADP 6-22). Resolve is associated with share motivation and determination among teammates so that they work in an interdependent manner to achieve the mission. Army leaders can use leadership to enhance team cohesion (Siebold, 2006). Notably, cohesion cannot be developed from the top to bottom but rather within teams and involves every team member. Army leaders should ensure that team members are respected and that expectations and standards are clearly communicated (Zaccaro et al., 2002).

Cohesive teams arise from group characteristics that Army leaders must ensure have adequate members to accomplish the planned missions (Gieseman, 2015). Cohesion fosters interactions and creates member satisfaction in teamwork. Army leaders should purse the individual needs of team members such that everyone is rendered valuable. This way, cohesion is enhanced as the team leader is committed to supporting individual initiatives within the team (ADP 6-22). Socialization helps to improve cohesion that is necessary in building effective teams. Army leaders must recognize and appreciate socialization as it reinforces the attitudes and actions that enhance the Army’s ethical standards. Team goals support team cohesion by ensuring that they align with the team’s mission (AR 600-100). Additionally, team activities enable Army leaders to plan and train team members in a challenging but rather realistic manner.

Conclusion

Army teams need to work together in unity to accomplish the intended mission. Moreover, effective teams are built upon cohesion so that individuals learn the essence of working together. A good team provides the necessary support and skills that are important in bringing out the best in everyone. However, a separated team of Army members will be unable to show commitment towards pursuing a common goal. Team members should understand that effective teamwork emanates from identifying individual skills and strengths in pursuit of a common cause, which is necessary to produce the required results. Army leaders should portray high motivation levels that are necessary for team members. The operational requirements of the Army keep changing hence the importance of developing adaptability and agility. Army should therefore portray readiness towards a range of potential missions so as to pursue training exercises and events that foster creativity during combat.

References

ADP 6-22. (2012). ADP 6-22. Army Leadership. Retrieved from https://fas.org/irp/doddir/Army/adrp6_22.pdf

AR 600-100 (2007). Army Leadership. Retrieved from https://fas.org/irp/doddir/Army/ar600-100.pdf

Gieseman, D. (2015). Effective Writing for Army Leaders: The Army Writing Standard Redefined. Military Review, 95(5), 106.

Siebold, G. L. (2006). Military group cohesion. Military life: The psychology of serving in peace and combat, 1, 185-201.

Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2002). Team leadership. The Leadership Quarterly, 12(4), 451-483.