DQ: Describe the characteristics of performance-driven team
Grand Canyon University DQ: Describe the characteristics of performance-driven team-Step-By-Step Guide
This guide will demonstrate how to complete the Grand Canyon University DQ: Describe the characteristics of performance-driven team assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.
How to Research and Prepare for DQ: Describe the characteristics of performance-driven team
Whether one passes or fails an academic assignment such as the Grand Canyon University DQ: Describe the characteristics of performance-driven team depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.
After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.
How to Write the Introduction for DQ: Describe the characteristics of performance-driven team
The introduction for the Grand Canyon University DQ: Describe the characteristics of performance-driven team is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.
How to Write the Body for DQ: Describe the characteristics of performance-driven team
After the introduction, move into the main part of the DQ: Describe the characteristics of performance-driven team assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.
How to Write the Conclusion for DQ: Describe the characteristics of performance-driven team
After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for DQ: Describe the characteristics of performance-driven team
The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.
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NRS 451 Topic 3 Discussion 1
DQ: Describe the characteristics of performance-driven team
The way a performance-driven team can be described is that they are a team comprised of a skilled specialized team who are goal-oriented and provide great results. But the difference between intrinsic and extrinsic motivation is that intrinsic is one that is personalized as you gain benefits for yourself for performing a task while extrinsic is completing a task to avoid penalties and also to receive rewards (Whitney, 2019). The reason this is important to understand when working with a team is that you must use the correct motivation to push your team. If you use an extrinsic approach while they are an intrinsic team, they will not perform as well and vice versa if it was an intrinsic team being motivated through an extrinsic approach.
The fundamental principle of servant leadership is to gain trust and build a relationship with your followers (Whiteny, 2019). It can be broken down into ten parts which are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardess, commitment to the growth of people, and building community (Spears, 2021) Out of these qualities I chose listening and empathy in supporting interprofessional communication in providing patient care because I find these qualities to be the most important. The reason is that with listening you will better understand your team and also will thus lead to empathy and therefore give respect among the team. A positive work environment, it creates fewer mistakes, a helpful team and can lead to a better patient care experience for all.
Whitney, S. (2019). Applying Servant Leadership in Practice. Nursing Leadership & Management: Leading and serving. Retrieved March 6, 2022, from https://lc.gcumedia.com/nrs451vn/nursing-leadership-and-management-leading-and-serving/v1.1/#/chapter/3
DQ: Describe the characteristics of performance-driven team
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Performance-driven teams can be described as a team that have a sense of purpose, utilize open communication, have developed trust
and mutual respect amongst the team. Practice shared leadership. These teams are effective when completing procedures, they build their team on differences, are flexible and able to quickly adapt. Performance driven teams have a commitment to continuous learning. Leaders strive to maintain performance driven teams through building relationships and focus on patient care and satisfaction. (Thomas, 2018) Performance-driven teams’ success can be intrinsically motivated. The team’s motivation is driven through wanting success not for personal gain but for the team as a whole. When a team is extrinsically motivated they are focused on the rewards.
Good post. I’d like to add that from what I gathered was that intrinsic motivation does not require any outside rewards, compared to extrinsic which does. Intrinsic motivation is great for our field, as we care for people when they are in dire need of compassion and empathy.
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Hello Sara, I mixed up our definitions for a performance-driven team as I describe it as a team who is motivated by certain goals and is skilled in their specialty while you said they are a trustworthy team which I could see as more of a strong team rather than a performance-driven team. Another thing I noticed was that your explanation of an intrinsic team is that they are there for personal gain and not as a whole but to me I see both as personal gains based on my description of the definitions. As they both talk about gains from their motivations, I can see intrinsic more team-oriented as they become more helpful in their motivation.
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Coordinating and delivering safe, high-quality care necessitates dependable teamwork and collaboration both within and across organizational, departmental, technical, and cultural boundaries (Rosen et al., 2018). A performance-driven team shows many characteristic qualities like open communication, trust and mutual respect (Thomas, 2018) to provide efficient driven performance that meets and exceeds expectations as well as constantly improves itself through continuing education and innovation. In healthcare, a performance driven team would strive to achieve the highest quality of care while not compromising on patient satisfaction. Two types of motivation drive a performance driven team: intrinsic and extrinsic motivation.
DQ: Describe the characteristics of performance-driven team
Intrinsic motivation refers to motivational factors that lead an individual in a team to strive towards his/her best performance. It can be factors such as personal satisfaction in work, professional growth, competitive mindset and enhancing competencies can be compelling factors for self-driven intrinsic motivation.
Extrinsic motivation comes from external pressure or reward system engaged to drive individuals in a team to complete objectives. This can be factors such as promotions based on good work, fear of punishments such as termination of employment for bad work or downgrading from current position due to lack of performance.
For optimum team performance of a performance driven team, a careful balance between intrinsic and extrinsic motivators should be maintained by leadership and management. Too many negative pressure driven extrinsic motivation can lead to employees being stressed and burned out. Positive rewards given or achieved without much efforts or too soon can lead to employees feeling relaxed with no motivation to go further to improve themselves. In the absence of extrinsic rewards (money, promotion, and fringe benefits), intrinsic rewards (recognition) tend to be less relevant for nurses (Negussie, 2012). The right balance would keep the team striving for more successes while not pushing themselves over the limit or being a risk to patient safety. The combination would meet ideally all aspects of Maslow’s hierarchy of needs such as a sense of belonging, esteem and self-actualization which would draw the performance driven team to drive change and positive outcomes within the organization.
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Extrinsic motivation is defined as conduct that is influenced by external rewards. These benefits can be monetary or academic in nature, or they can be hard to measure, like acclaim or celebrity. Extrinsic motivation, as opposed to internal motivation, which comes from the inside a person, is only motivated by external benefits. Extrinsically driven people are going to continue to undertake an activity even if the activity is not inherently pleasant—for instance, performing something at work that you really do not ordinarily find pleasant or satisfying to earn an income. To decide whether extrinsic rewards can assist encourage conduct, consider the specific situation. The following are some instances in which extrinsic rewards may be most effective:
-When people are uninterested in the action
-When individuals lack the necessary skills to begin
-When a temporary motivation for a certain goal is required
-When employees are engaged on a long-term project and require little rewards to maintain motivation,
In these cases, the rewards should be kept minimal and related closely to the performance of a specific behavior. Variables of interest should be gradually phased away when some internal motivation has been produced and some basic abilities have been developed.
Dr. Henderson, I have enjoyed learning about servant leadership. Although we are looking at this in the context of management, I see applications of its qualities throughout daily roles and responsibilities. There are ways we can apply servant leadership throughout our dealings and relationships with others in a variety of contexts. In particular, I am learning what it means to have “followers” who are inspired to follow direction out of their own desire and initiative as I am navigating the world of parenting. My husband and I spend a lot of time reflecting on our roles and the ways we should navigate different behaviors and scenarios. Something that struck me in one of the readings from the servant leadership articles from this week’s information reminded me of a parenting article I was reviewing. I think it is applicable to the relationship of parent-child and leadership-follower/employee dynamics in that servant leadership does not function off creating “robots”. In my opinion, producing followers who obey without question is not as challenging when compared to the style of servant leadership in which leaders allows followers to partner with them cultivating their autonomy and creativity.
I, too, have had the pleasure of working under a servant leader. A fellow co-worker and I often discuss how refreshing it was to be under this type of direction. We comment that it seemed so effortless under her leadership. It is hard to put to words just how things went as smoothly as they did (even when the circumstances we were facing were challenging). However, things like communication, passion and gentle firmness concerning people, genuine and personal concern demonstrated towards staff and clients, thoughtfulness, humility, openness and accessibility, and follow-through among words and action are some of the things that come to my mind when it comes to this servant leader. She brought consistency, reliability, and a sense of security to our work environment that enhanced our daily operations while also positively impacting our home lives.
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There are certain principles which all servant leaders utilize in their work. One of them is listening. It is a principle that is at the heart of servant leadership. Servant leaders give the people they lead focus and attention which makes them feel valued. Another principle is empathy. It involves a leader getting to know their team, their strengths and weaknesses and helping them to improve on their weaknesses. Self-awareness is also another principle that enables leaders to do self-reflection of their own lives to take inventory of their strengths and weaknesses (Onwuegbuchunam, 2020).
The two main qualities of servant leadership that support inter-professional communication in patient care are being caring and stewardship. These qualities enable servant leaders to achieve results for their organizations because they enable them to attend to the needs of the people that they serve. Being caring supports communication in health care delivery because a leader that is caring wants to look into the needs of their staff and continually asks them how they can deal with various problems in the course of their work. Stewardship on the other hand imposes an obligation on the leaders to guide their team appropriately, hence they communicate well with them in the course of leading them (Chism, 2017).
References
Chism, L. A. (2017). The Doctor of Nursing Practice. Amazon: Jones & Bartlett Learning.
Onwuegbuchunam, L. (2020). Servant Leadership and Moral Courage in Canadian Nursing. Amazon: FriesenPress.