The National Museum of Denmark went through a personnel cutback in 2011. The leader group at the Conservation Department, one out of the museum’s three divisions, chose to reduce the number of its members from six to five. At the same time, a generation shift involving the exit of two experienced leaders changed the composition of the leader group. Subsequently, the department staff and tasks increased, but the size of the leader group has remained the same. The dimensions of work have surpassed the boundary of the acceptable. In this study, the team concept is examined as one of several potential possibilities of different collaboration forms. The change of a leader group to a leader team influencing its performance is examined and other elements, which make teams work, are explored. The purpose is to investigate options minimizing individual use of time in the group, and creating better leadership conditions for each member as well as for the whole leader group. The team concept encompasses such terms as performance, efficiency and productivity. Personal preferences are used actively as a supplement to each team member’s professional knowledge to achieve a different group dynamic. Diverse methods are applicable in mapping personal preferences. The difference in collaboration is seen in the team concept’s focus on the leader team’s total performance while a traditional line organization is focused on the individual leader’s performance. The team concept’s effects are studied through the theorists Belbin, Katzenbach and Smith, LaFasto and Larsson, William, Nida and Latané, Ingham, Levinger, Graves and Peckham, who differ in opinion from each other on whether a team can increase or reduce its total output. Data is collected through interviews of a leader team in a private firm with experience in team concept. The purpose of the interviews is to clarify how collaboration in a leader team works, how the members’ personal preferences are utilized for the benefit of a team’s mutual performance, and to determine whether the team structure does make a difference in relation to the leader group structure. The analysis demonstrates that a team’s composition of diverse personal preferences is not the main choice in the examined leader team. The interviews show that implementation of the team concept does take time and stability among the team members. Continuous teambuilding is essential for mutual understanding and to develop necessary trust. The leader team members conceive the team concept as optimizing regarding their motivation, involvement and performance. The study concludes that a change in the form of collaboration from a leader group to a leader team will not minimize our individual time usage. It might promote a development towards optimized work conditions and strengthen the collaboration within the group. Change is a long term strategy which requires the will, continuous training, time and stability before effects are measurable. The results and conclusion will be employed in my leader group as an introduction assessing whether it will serve a purpose or not to change from leader group towards a leader team.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||44|