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TEAM LEADERSHIP MODEL

The Team Leadership Model provides a framework for leaders to guide their teams through five developmental stages: Forming, Storming, Norming, Performing, and Adjourning, as established by Bruce Tuckman in 1965. Each stage highlights specific challenges and dynamics, from initial uncertainty in Forming to the collaborative interdependence in Performing, and finally to the emotional closure in Adjourning. Effective leadership is crucial at each stage to foster team cohesion and achieve goals.

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7 views2 pages

TEAM LEADERSHIP MODEL

The Team Leadership Model provides a framework for leaders to guide their teams through five developmental stages: Forming, Storming, Norming, Performing, and Adjourning, as established by Bruce Tuckman in 1965. Each stage highlights specific challenges and dynamics, from initial uncertainty in Forming to the collaborative interdependence in Performing, and finally to the emotional closure in Adjourning. Effective leadership is crucial at each stage to foster team cohesion and achieve goals.

Uploaded by

gpavithra823
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TEAM LEADERSHIP MODEL

A team leadership model provides a framework for leaders to effectively


manage and guide their teams toward achieving goals. It focuses on the roles,
behaviors, and strategies leaders use to inspire and guide their team
members. Bruce Tuckman created the Forming, Storming, Norming and
Performing Team Development Model to describe team dynamics.

Tuckman’s Stages of Group Development


The Tuckman Model refers to a framework developed by psychologist Bruce
Tuckman in 1965. It outlines the five stages a team typically goes through
as it develops: Forming, Storming, Norming, Performing, and Adjourning.

Forming
The forming stage is the initial phase where the team comes together and
begins to establish its structure. During this time, team members often feel
uncertain and are focused on avoiding conflict as they seek acceptance from
others. There is a mixture of excitement and optimism in the atmosphere.
Some members feel hopeful and others experience fear, anxiety, or
uncertainty about the group dynamics. At this stage, the team requires a
clear mission, vision, and specific objectives, as well as well-defined roles and
responsibilities.

Storming
The storming stage emerges as team members start organising tasks. This
brings interpersonal conflicts to the surface. Observable behaviors include
arguments, struggles for leadership, and clear differences in personal styles
and viewpoints. As the team organises itself, unrealistic goals may be set,
and concerns about excessive workload may arise. In terms of feelings,
members often feel defensive, confused, or disengaged. Some might resist
tasks, have mixed opinions about the team, or question the team’s mission.
The team needs to focus on building interpersonal relationships, resolving
conflicts, and understanding personal differences.
Norming
In the Norming stage, team members begin to develop new ways of working
together. They foster greater cohesion. There is a general sense of trust, and
team members feel assured that everything will work out. The team needs
to establish a decision-making process, share problem-solving, and utilise all
available resources to support the group effort.

Performing
In the Performing stage, true interdependence becomes the norm as team
members work collaboratively and adapt to meet each other's needs. Team
members function well individually, in subgroups, or as a whole, and gain a
better understanding of each other’s strengths, weaknesses, and group
dynamics. Empathy, high commitment, and tight bonds emerge, fostering a
collaborative work ethic. Team members experience personal growth,
creativity, and a sense of satisfaction, and there is a continual discovery of
ways to maintain momentum and enthusiasm.

Adjourning
In the Adjourning stage, team members prepare for the end of the project
or course. Observable behaviors include signs of grief, slowed momentum,
restlessness, and fluctuating energy levels. Team members may experience
feelings of sadness, humour, or relief as the group concludes its work. The
team needs to evaluate its efforts, complete remaining tasks, and recognize
each other's contributions.

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