Coaching-style Leadership’s Effectiveness in Cross-functional Collaboration
Through the Lens of Tuckman’s Team Development Model
By Dr. Sai Raghav
In the second installment of this blog series on coaching-style (CS) leadership, we will explore and highlight the efficacy of CS leadership in fostering cross-functional collaboration and extend this discussion by adding Bruce Tuckman’s five stages of team development .
Team development journey
The team development journey encompasses five stages, each accompanied by a distinct array of challenges and opportunities. Given their distinct qualities, CS leaders possess the ability to identify the team’s current stage of development and are adept at guiding the team towards a stage that aligns with their collaborative efforts. It is imperative that we assess the effectiveness of CS leadership across all five stages, where each is briefly outlined below.
In the "Forming" stages
Due to the need for a well-defined vision, mission, and objectives (VMOs) at this stage, and considering the uncertainty and apprehension among team members, the CS leader assumes a crucial role in strategically assigning roles and responsibilities to foster members’ complete ownership of their work. A crucial aspect of CS leadership involves fostering the personal growth and professional development of team members (Karlsen & Berg, 2020). By employing active listening and maintaining open lines of communication, the CS leaders pay close attention to the strengths and weaknesses of each team member, while also gaining a deep understanding of their personal and professional objectives. The CS leaders align the roles and responsibilities with their respective goals. This approach serves the dual purpose of breaking the ice required for progressing to the next stage in the team development process, while also instilling team members with confidence and a sense of purpose. With CS leaders at the helm, team members are driven and empowered to accomplish the project goals.
In the "Storming" stages
Lack of consensus-building behaviors and power struggles, stemming from differences in viewpoints and personal styles, are the main challenges faced during this stage. Failure to address the challenges at this stage could lead to potential project delays. CS leaders exhibit active listening skills and genuine interest in the concerns of their team members.
They prioritize collaborative goal setting and acknowledge the individuality of each team member, thereby adapting their coaching style to cultivate an environment of collaboration, trust, and support (Romão et al., 2022). The storming process can be expedited through CS leadership, which relies on a communication approach that emphasizes collaboration and sustainable growth, thereby ensuring long-term success.
In the "Norming" stages
The stage involves the establishment of team routines and the implementation of effective consensual decision-making efforts by the team members. The role of CS leadership is crucial during this phase, as momentum is being built and timely action is necessary. CS leaders serve as mentors, providing guidance, advice, and positive reinforcement to team members. Additionally, they harness their emotional intelligence and empathy to foster robust and long-lasting relationships within the team, which in turn play a pivotal role in problem-solving and effective decision-making (Susanto & Sawitri, 2022). Furthermore, the CS leaders’ profound grasp of their domain and their unwavering pursuit of knowledge empower them to deliver regular and balanced feedback, crucial for propelling the team to the next stage.
In the "Perorming" stages
Thanks to improved role clarity and commitment, the team is firing on all cylinders and delivering exceptional results. To guarantee a smooth sailing experience, the CS leaders make it a priority to regularly check in and monitor the ship’s progress. This diligent approach not only helps to minimize inconsistencies and inefficiencies, but also allows them to promptly address any issues that may arise in order to maintain optimal performance.
The prioritization of team performance at the desired level commonly results in leaders disregarding the professional goals of individual team members within the organization during this stage of team development. Conversely, CS leaders are diligent in considering and supporting the career objectives of their team members (Liu & Xiang, 2020). The CS leaders not only promote creative freedom and innovative solutions among team members, but they also create avenues for skill-building and career growth, often challenging individuals to think outside established norms.
In the "Adjourning" stages
As the vision, mission, and objectives (VMOs) of the project near completion, there is a noticeable slowdown in momentum, indicating that the team will soon be disbanded. During this stage, the CS leaders not only evaluate the team efforts and tie up loose ends but also place a heightened emphasis on rewards and recognition (Cui et al., 2022). Furthermore, the CS leaders conscientiously engage in reflection, evaluating their own performance and that of their team members, while meticulously documenting their observations to identify avenues for improvement in future comparable scenarios.
By employing open dialogue, the CS leaders, who are known for their goal-oriented mindset, ensure that team members do not lose sight of their personal and professional aspirations. In addition, they go the extra mile by offering supplementary resources, such as suggesting books to read, recommending trainings to attend, and guiding team members on the most beneficial pathways to pursue, all of which are provided at the conclusion of the project.
As we close this second and final installment, this blog has explored the vital role of coaching-style leadership in enhancing cross-functional collaboration through the lens of Bruce Tuckman’s five stages of team development. By recognizing and proactively addressing the specific hurdles and potential advantages presented at each stage, leaders who adopt a coaching style can effectively guide their teams towards greater productivity, enhanced morale, and successful project outcomes. These leaders achieve not only team success but also foster the personal and professional growth of team members through the use of strategic role assignments, active listening, collaborative goal-setting, and continuous support.
References:
Cui, Z., Wang, H., & Nanyangwe, C. N. (2022). How does coaching leadership promote employee's constructive deviance? Affective events perspective. Leadership & Organization Development Journal, 43(2), 279-290. DOI Website (https://www.emerald.com/insight/content/doi/10.1108/LODJ-04-2020-0153/full/html)
Karlsen, J. T., & Berg, M. E. (2020). Coaching leadership style: A learning process. International Journal of Knowledge and Learning, 13(4), 356-368. https://doi.org/10.1504/IJKL.2020.10028663
Liu, W., & Xiang, S. (2020). The effect of leaders’ coaching behaviors on employee learning orientation: A regulatory focus perspective. Frontiers in Psychology, 11, 543282. https://doi.org/10.3389/fpsyg.2020.543282
Romão, S., Ribeiro, N., Gomes, D. R., & Singh, S. (2022). The impact of leaders’ coaching skills on employees’ happiness and turnover intention. Administrative Sciences, 12(3), 84. https://doi.org/10.3390/admsci12030084
Susanto, P. C., & Sawitri, N. N. (2022). Coaching, mentoring, leadership transformation and employee engagement: A review of the literature. Dinasti International Journal of Education Management and Social Science, 4(2), 297-308. https://doi.org/10.31933/dijemss.v4i2.1221
ABOUT THE AUTHOR
Dr. Sai Raghav
Bio
Dr. Raghav is an accomplished academic and scholar holding degrees in areas such as a Doctorate in Management (Organizational Leadership) from the University of Phoenix, an MS in Organizational Leadership with a specialization in Project Management from Northcentral University, an MBA with a specialization in Strategic Management from the Swiss Management Center, Switzerland, and a B.S. in Physiotherapy from N.T.R. University of Health Sciences, India. He is a presidential member of the National Society of Leadership and Success and a Fellow in Residence for the Center for Leadership Studies and Organizational Research.