DQ: Describe the characteristics of performance-driven team

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

DQ: Describe the characteristics of performance-driven team


Performance-driven teams can be described as a team that have a sense of purpose, utilize open communication, have developed trust

DQ Describe the characteristics of performance-driven team
DQ Describe the characteristics of performance-driven team

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.


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.

DQ: Describe the characteristics of performance-driven team


Click here to ORDER an A++ paper from our MASTERS and DOCTORATE WRITERS: DQ: Describe the characteristics of performance-driven team

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.


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.


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).


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.