Team Leadership in Effective Business Management

Leaders in a business are always required to be able to respond to company goals and strategies. Everyone who holds a position as a leader in a team has a function both inside and outside the corporate environment.

There is no right or wrong way to structure the managerial structure of a business. The structure can be adapted to the actual needs of your organization or company. For this reason, you may find different managerial patterns in each company.

The standard hierarchical leadership structure in an organization or company is filled with a chairman and a board of directors who set goals and direction for the company. However, it is the role of the Chief Executive Officer (CEO) who will report directly to the board of directors. The CEO also has the responsibility to run the company according to the direction set by the board.

Until now, complementary-leadership structures are the most commonly implemented and even institutionalized. However, the pattern of leadership or managerial in a corporate organizational structure is also distinguished as follows.

1. Task complementarity

Leaders will divide management responsibilities into task blocks when faced with a level of complexity and uncertainty. The simplest example is the division of external and internal affairs between the Chief Executive Officer (CEO) and Chief Operating Officer (COO).

Another way to divide tasks is to appoint executives to be responsible for running different businesses or groups of businesses. This allows the assigned task to be managed and completed properly.

2. Expertise complementarity

This type of leadership refers to a clear division of responsibilities. Prior to becoming general managers, executives usually receive training and experience in one or more business functions, such as sales, sales, marketing, finance, operations, or research.

Although effective general managers acquire good working knowledge of other functions, their original expertise will not be lost. The differences in skills that arise naturally are what then form a team with complementary skills.

3. Cognitive complementarity

This may be rare, but some team leaders are also divided based on differences in the way individuals process information. However, for those who own a business, this grouping of teams may suit your business needs.

In practice, this leadership synergy will group people who are equally good at seeing the big picture, creating and communicating compelling visions and crafting innovative strategies, and driving execution through an intense focus on tactics, details, and follow through.

4. Role complementarity

Leaders in an organization often play separate and complementary social roles within the organization. This is known as role complementarity. However, each person is rarely able to take on more than one social role. In practice alone, it is difficult for a leader to be both feared and liked by his team.

Rather than sacrificing one or the other of strong motivational forces, the senior team naturally thrives on a combination of different roles. For example, a leader who encourages through rewards and inspiration and another leader who provides encouragement by providing disciplined goals and sanctions.

Within a company, complementary leadership also varies greatly. The complementary role performed in some cases is carried out by performing all or most of the four dimensions described above. In extreme cases, the complementary relationship effectively becomes a kind of shared leadership.

While most businesses that operate formally or informally are run by teams of two or more, far more attention is paid to CEO performance and succession. In practice, clear planning of a complementary team is required.

The main leader in an organization carries out a symbolic and actual role. However, in practice you still need an actual plan to perform a good leadership role.