"Coming together is a beginning. Keeping together is progress. Working together is success." - Henry Ford (July 30, 1863 – April 7, 1947) American industrialist, founder of the Ford Motor Company.
Generally, leaders surround themselves with a team to achieve a specific vision, goal or project. “Team leadership can be very effective when the leaders choose team members with strengths and experiences that complement their own” (Lead with Your Strengths - April 2013). When team members focus on their strengths, they feel more empowered and inspired.

A research study conducted on college students by Timothy A. Judge and Charlice Hurst, University of Florida (Journal of Applied Psychology, 2008, Vol. 93, No. 4, 849 – 863), links positive core self-evaluation to higher goal attainment and greater job-life satisfaction. Judge, Locke, and Durham (1997) define core self-evaluations as fundamental premises that individuals hold about themselves and their functioning in the world.

As stated in Wikipedia, “People who have high core self-evaluations will think positively of themselves and be confident in their own abilities. Conversely, people with low core self-evaluations will have a negative appraisal of themselves and will lack confidence.”

With positive core self-evaluations students are more inclined to set goals for internal reasons that are aligned with their values and aspirations rather than to set goals for external reasons, such as for other people (i.e. their parents), out of feelings of guilt, obligation or reward (Judge, Bono, Erez, & Locke, 2005).

Core self-evaluations are not only considered for students but also for adults that contribute to higher job performance and satisfaction. Strong individuals grouped together make up an empowered team. Bringing forth the qualities of each individual creates a multifaceted group which strengthens the team. A harmonious team is often the result of individual characteristics that are brought together as a unit.

In the book Strengths-Based Leadership by Tom Rath and Barry Conchie, the 2007 global client database by Gallup shows the chances of people being engaged at work are 9<>percentage<> when an organization’s leadership does not focus on strengths in comparison to 73<>percentage<> when it focuses on strengths.

New and existing teams
Prior to gathering a team, it is the leader’s priority to have clarity and knowledge about the intended goals for a project, thus ensuring clear communication and guidance. This aspect is imperative for both short and long-term projects.

Important general steps for leaders;

  1. Clarifying main goals and prioritizing milestones.
  2. Determining required positions, respective responsibilities and particular tasks.
  3. Interviewing and selecting appropriate people taking into consideration their experiences, strengths and skills.
  4. Maintaining constant communication and following up with the team.

Increasing the efficiency of an existing team, some employees may have to be transferred to other posts that best represent their individual strengths and experience, or be dismissed if necessary.

Stages of group development
According to Tuckman’s Stages theory by psychologist Dr. Bruce Wayne Tuckman (1938- ), there are four main stages before a group reaches maturity; forming, storming, norming and performing.

Forming; first stage where team members begin relating to one another (clarification of goals and responsibilities take place).
Storming; learning to work together as a team (exchanging ideas, addressing problems, etc.,).
Norming; agreeing, focusing, and taking responsibility for achieving a common goal.
Performing; working together with reduced supervision in a competent and effective manner.

A leader is accountable for the results of a goal. Maintaining clear communication with the team as challenges arise is important. Being flexible and able to customize communicative approaches in accordance with the different personalities of the team is a power tool for leaders.

Team empowerment is also very significant as Dr. Kenneth Blanchard explains in his book Whale Done!. People perform better when positive behaviors are accentuated and negative behaviors are redirected. There is great power in acknowledgement. Leaders, who acknowledge their team and who respect and work with their team member’s qualities, will see an increase in performance as well as profits. Acknowledgement is ranked higher than income.

“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” —Sam Walton (March 29, 1918 – April 5, 1992) American businessman and entrepreneur, founder of Walmart.

Resources;

Blanchard, Kenneth H. Whale Done!; The Power of Positive Relationships. New York; Free, 2002. Print.

"Henry Ford." Wikipedia. Wikimedia Foundation, 25 Aug. 2013. Web. 03 Sept. 2013

Rath, Tom, and Barry Conchie. Strengths Based Leadership; Great Leaders, Teams, and Why People Follow. New York; Gallup, 2008. Print.

"Tuckman's Stages of Group Development." Wikipedia. Wikimedia Foundation, 20 Aug. 2013. Web. 03 Sept. 2013.