Transformational Leadership in High Performing Product Development and Products Organisation
Syvänen, Kimmo (2024-01-03)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202401304860
https://urn.fi/URN:NBN:fi-fe202401304860
Tiivistelmä
Today's world is changing even faster, and companies must find new, more efficient ways and methods to get their products to market even faster. High-performance organisations are one method of improving competitiveness in this changing environment. The foundation for high-performance organisations is created by a high-performance culture, self-directed and competent personnel, a transformational leadership model, and an agile organisation. A high-performance culture reflects how the organization behaves, performs, and lives in the operating environment. It is not easy to achieve a competent self-directed organisation, when establishing a completely new organisation there is a big risk in hiring people, because the people do not necessarily adapt to the team or the team's competences do not complement each other in the desired way. The development of already existing teams into competent and self-directed teams can be achieved by coaching, training, and motivating them to independently take on greater responsibility and grow into a high-performance team.
In both cases, leadership plays a big role in success and failure. Among several different leadership models, transformational leadership is considered the most capable model to achieve a high-performance organisation. In the transformational leadership model, teams are given responsibilities and authority to make the necessary decisions efficiently and at the right time. The teams themselves also have the necessary information and competence to make a decision.
The organisation and team sizes should be planned so that communication and cooperation within and between teams is as efficient as possible. The ideal team size is 7 people, in which case the mutual interactions of all team members are still continuous events. If the size of the team grows larger than this, the communication and information flow within the team is no longer as effective. One of the best ways is to create competence matrix resource pools, from which project groups of 7 people are created.
According to the input-mediator-output model, the efficiency and effectiveness of teams is the output of inputs and mediators. In which the inputs are all members, teams matters and organisation matters, which are then processed according to the processes and the emergent states. The emergent state describes the organisation's behaviour, the team's learning, and information about who can and knows what in the organisation.
The research was carried out using the analytical hierarchy model in one global organisation. The goal of the study was to find out the organisation's leadership model in product development and product management, and to give ideas for improving high-performance. The research confirmed the current state of the organisation's leadership model well, and the results were in line with the interviews conducted.
In both cases, leadership plays a big role in success and failure. Among several different leadership models, transformational leadership is considered the most capable model to achieve a high-performance organisation. In the transformational leadership model, teams are given responsibilities and authority to make the necessary decisions efficiently and at the right time. The teams themselves also have the necessary information and competence to make a decision.
The organisation and team sizes should be planned so that communication and cooperation within and between teams is as efficient as possible. The ideal team size is 7 people, in which case the mutual interactions of all team members are still continuous events. If the size of the team grows larger than this, the communication and information flow within the team is no longer as effective. One of the best ways is to create competence matrix resource pools, from which project groups of 7 people are created.
According to the input-mediator-output model, the efficiency and effectiveness of teams is the output of inputs and mediators. In which the inputs are all members, teams matters and organisation matters, which are then processed according to the processes and the emergent states. The emergent state describes the organisation's behaviour, the team's learning, and information about who can and knows what in the organisation.
The research was carried out using the analytical hierarchy model in one global organisation. The goal of the study was to find out the organisation's leadership model in product development and product management, and to give ideas for improving high-performance. The research confirmed the current state of the organisation's leadership model well, and the results were in line with the interviews conducted.