A Strained Research Team
Brenau University
20 February 2015

A Strained Research Team
Dr. Wood serves as the principal investigator for a federally funded research team to study how health education programs for the older population. During this process, Dr. Wood endured conflict within his team as they are not being led of their daily tasks. There is lack of communication coming from Dr. Wood and so he and his team members are getting frustrated. This is the first time Dr. Wood has work with such a large group and so his leadership style is beginning to wear thin on the team as instead of working collectively it seems as if they are all working against each other.
Identification of the Problem
This is the first time Dr. Wood has work with so many colleagues. In his previous research endeavors, he has only worked with one or two other members. He lacks motivation and is frequently frustrated due to budget underfund and lack the necessary resources. He is frustrated there is too much work to be done and his team is team is not focus, compounded with the fact that he has to perform much of the team’s daily task. His social skills leave less to be desired as he is inept at communicating effectively with his team. His pessimisms only add fuel to the fire as nothing positive ever comes out his mouth. He takes out his frustration on the team and shows no empathy to the team as they are working diligently, are burnt out and get nothing in return.
Analysis and Evaluation
There is no denying that Dr. Wood is very capable at doing what he does, however, technical competence and conceptual competence is two components out of three that makes a good leader. Our analysis shows, in order to build effective team, an organization have to redesign the work process and to modify a wide range or organizational systems to support the design (Wellins et al., 1994). Dr. Wood must change his strategy if he is to succeed. Research shows that decentralized teams, where employees are free to think and operate autonomously within prescribed doctrine are more productive. By delegating some of this action, Dr. Wood would relieve himself of some of the burden and direct his attention to other parts of the project.
Research again shows that the most successful teams and corporations are the ones who empower its employees and delegate responsibility. Empowerment maximizes team effectiveness and delegating build character and develops effective team leaders to address shortcomings at their level and implement strategy to counter foreseeable issues. Team members must collectively come together to maximize time, effort, effectiveness and sustainability.

Wellins, R., Byham, W., & Dixon, G. (1994). Inside teams: How 20 world-class organizations are winning through teamwork. San Francisco: Jossey-Bass.
References
Last Name, F. M. (Year). Article Title. Journal Title, Pages From - To.
Last Name, F. M. (Year). Book Title. City Name: Publisher Name.

Footnotes
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