Leadership: Theory and Practice

If an action seems warranted, then the leader needs to decide whether the action should be directed inward toward team functioning, outward toward the environment, or both. Once the context for the action is determined, leaders need to choose the most appropriate skill for the situation from their behavioral repertoire. It is important to continue

The model is useful in helping the leader make decisions: Should I act? If so, how should I do so? For example, if the team is not performing effectively (team effectiveness), then the leader can make the first strategic choice by monitoring the situation or acting to improve team functioning.

The model is not specific on what team leadership skills work best in particular situations.

This framework also does not provide on-the-spot answers to specific problems facing the team leader, such as “When is the best time to intervene?” “What do you say to a member who is upset and crying?” or “What specific action do you take to deal with an organizational culture that is not supporting teamwork?”

Even though the model does not include all possible leadership skills, it is still quite complex. Team leaders need to spend time adjusting to the framework so that it comes naturally to them when decisions are needed.

Any team member can perform the critical leadership functions to assess the current effectiveness of the team and then take appropriate action. This approach is consistent with the current movement in organizations to rethink leadership responsibilities in work teams.

The Hill Model for Team Leadership (Figure 16.1) is a conceptual framework to assist team-based leadership in its decision making. As such, it lists only some of the many skills that leadership might need to employ in making such decisions.

The model does not focus on the position of power of a leader, but instead focuses on the critical functions of leadership as diagnosis and action taking.

Another strength of the model is that it takes into account the changing role of leaders and followers in organizations (shared leadership). This is consistent with a paradigm shift from top-down, hierarchical leadership toward more horizontal, team processes that has been occurring for the past 20 years