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According to the provided material “E-sports”, write 700-800 words more (total 1200-1500 words) about the leadership in e-sports.You could add the form of “interview to the coach” or add more information about the leadershipReference textbook: Tools for Team Leadership_ Deli – Gregory E. Huszczo
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Running head: E-SPORTS
1
E-Sports
E-sports are competitions that are carried using video games, which has been
recognized by the Olympic Games as a sport. E-sports take the form of multiplayer video
game competitions, and they are organized. Participants are usually professional gamers and
teams. Online and offline video games competitions have been in existence for some time,
but it has mostly been among armatures; in the recent years, however, video games have
involved professional gamers and spectators who stream the events live (“Next Level
eSports,” 2019). From 2010 henceforth, e-sports have become a significant factor in the
video game industry, and developers are continuously designing games suited to the
professional sports culture.
Among identified barriers to e-sports, performance are team dynamics and
communication. Teamwork is essential in the achievement of optimal performance for video
game players, and for teams to work effectively, there must be effective communication
among team members. Collective intelligence also plays an essential role in increasing
players’ effectiveness and performance. Teamwork has proven critical to e-sport just like it is
to traditional sports (Gregory, 2010).
On the element of motivation, e-sports motivates gamers by providing an opportunity
for players to be a member of a team and this give them a sense of belonging. The aspect of
the need for power is catered for in e-sports by allowing team leaders to make final decisions
and determine courses of action. E-sports are also task oriented and competitive, they require
fast response from participants, and therefore one needs to have effective decision-making
skills. Like traditional sports, players and teams have to spend time in training and mastering
such skills as decision making and precision. The success of teams depends partly on
E-SPORTS
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individual players’ efficiency and partly on online and offline interactions of teams. Since
there are armature teams and professional teams, there is the question of what differentiates
the two from each other in a virtual environment. However, the difference lies in the
efficiency of teams. To build a team that can compete in the highly competitive platforms of
e-sports, it takes a lot of time and efforts from teams. It is not easy to tell the teams apart
because there are no barriers for gamers to form and join teams, but the competitions set them
apart.
In e-sports, resources of a team comprise of member’s attributes, for example, mental
and motor abilities, personal traits, body type, and size. The characteristics of members
interact with each other to create a unique group composition. Another psychosocial attribute
that has been linked to team performance is motivation. When e-sports are composed,
individual skills of members are required to help in meeting the goals that motivate the teams
to come together. There is a division of responsibilities each players contributing to the
variety of team resources. Cognitive skills link directly to high team performance. High
performance is due to the discovery that e-sports contributes to an individual’s cognitive
development and cognitive skills which combine in teams to make the team more effective.
An exciting part of e-sports groups is the way cultural and racial diversity affect the players.
Some players have pointed out that understanding the perspective of other players’ culture
and their understanding of cultural views on pain and defeat make them better people
emotionally, intellectually and mentally (Ishihara, 2013). These players become better leaders
and team members by having a broad perspective on varying cultures.
E-SPORTS
3
References
Gregory E. huszczo, (2010). Tools For Team Leadership. Nicholas Brealey. Boston.
Ishihara, A. (2013). Relational Contracting and Endogenous Formation of Teamwork. SSRN
Electronic Journal. doi: 10.2139/ssrn.2218330
Next Level eSports. (2019). Retrieved from https://nextlevelesports.org/
PRAISE FOR
TOOLS FOR TEAM LEADERSHIP
“An extremely useful book. The illustrations, straightforward
language,
and practical tools make it very accessible for anyone leading
teams. Designed for the practitioner, it clearly hits the mark.”
—Hal Stack, Director, Labor Studies Center, Wayne State
University
“Offers excellent, concrete, and specific advice managers can
actually
use to meet the daunting challenges of making sure their teams
really work.”
—J. Frank Yates, professor, University of Michigan Business
School; author, Decision Management
“Those who lead or work with teams will find many practical
resources
that can be put to use immediately. Huszczo reaches out to the
reader
in plain, easy-to-understand language and offers the wealth of
his
experience through stories, examples, tips, and exercises.”
—Sandra Krebs Hirsh and Elizabeth Hirsh, consultants,
Hirsh Consulting; coauthors, Introduction to Type® and
Teams and the MBTI® Teambuilding Program
“Provides you with practical tools and strategies, and a logical
understanding.”
—Edgell W. Turnquist, StaffRd. AFSCME/Executive
Director, Michigan Labor-Management Association
“Gives team leaders proven practical tools to tackle team
leadership
problems, as Huszczo’s first book, Tools for Team Excellence,
did with team problems.”
2
—Paul Davis, President, Scanlon Leadership Network
“Whenever I need to work with teams, I turn to Greg Huszczo’s
work,
with its clarity, realism, and practicality. Leadership teams are
not
often dealt with well in organizations, and Huszczo is astute
and insightful on this topic.”
—Peter Geyer, consultant, writer, and researcher; Otto
Kroeger
Associate; columnist, Australian Psychological Type
Review
3
TOOLS FOR TEAM
LEADERSHIP
4
TOOLS FOR
TEAM LEADERSHIP
Delivering the X-Factor in
Team eXcellence
Gregory E. Huszczo
5
First reprinted by Davies-Black, an imprint of Nicholas Brealey
Publishing, in 2010:
Hachette Book Group
Carmelite House
53 State Street
50 Victoria Embankment
Boston, MA 02109, USA
London EC4Y ODZ
Tel: (617) 523-3801
Tel: 020 3122 6000
www.nicholasbrealey.com
Special discounts on bulk quantities of Davies-Black books are available
to corporations, professional associations, and other organizations. For
details, contact us at 888-273-2539.
Copyright 2004 by Davies-Black, an imprint of Nicholas Brealey
Publishing. All rights reserved. No part of this book may be reproduced,
stored in a retrieval system, or transmitted in any form or media or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher, except in the case
of brief quotations embodied in critical articles or reviews.
Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to
Type are trademarks or registered trademarks of the Myers-Briggs Type
Indicator Trust in the United States and other countries.
Davies-Black and its colophon are registered trademarks of Nicholas
Brealey Publishing.
ISBN: 978-0-89106-386-5
eISBN: 978-0-89106-352-0
Printed in the United States of America.
14 13 12 11 10 11 10 9 8 7 6 5 4 3
Library of Congress Cataloging-in-Publication Data
Huszczo, Gregory E.
Tools for team leadership: delivering the X-factor in team excellence /
Gregory E.
Huszczo.—1st ed.
p. cm.
Includes bibliographical references and index.
6
ISBN 978-0-89106-201-1 (hardcover)
1. Teams in the workplace. 2. Leadership. 3. Management. I. Title.
HD66.H873 2004
658.4´022—dc22
2004015274
FIRST EDITION
First printing 2004
7
This book is dedicated to my family …
a loving, learning, growing group
8
CONTENTS
List of Exercises
Acknowledgments
About the Author
Introduction
1 The Need for Team Leaders at All Levels
Helping Teams Help Themselves
2 Your Natural Leadership Strengths
Capitalizing on Your Knowledge, Skills, and Personal Qualities
3 Effective Teambuilding
Launching or Growing Your Team
4 Knowing Why the Team Exists
Leading the Way to Clear Goals
5 Communicate, Communicate, Communicate
Sharing, Listening, Providing Feedback
6 Problem Solving and Decision Making
Establishing Defined Procedures
7 Resolving Conflict
Turning the Blame Game into Problem Solving
8 Motivating and Coaching Teams to Success
Reinforcing Team-Oriented Behaviors
9 Leaders As Ambassadors of Team-Based Change Efforts
Building Diplomatic Ties in the Organization
10 Monitoring and Reviving Teams
Helping Your Team Get Unstuck
9
11 Helping a Whole Team of Leaders
Leading Leadership Teams
12 Summary: The Learning Leader Makes a Difference
Reviewing What You’ve Learned
Appendix A: The Exotic Orchid Role Play Exercise
Appendix B: Jacobson’s Progressive Relaxation Technique
Bibliography
Index
10
EXERCISES
1 Lessons from Experience
2 Focus Group Interview Questions
3 Survey of Team Leader Training Needs
4 A Dozen Tools for Team Leaders
5 Identifying Your Natural Talents and Deficiencies
6 Extraverted Type (E) or Introverted Type (I) Checklist
7 Sensing Type (S) or Intuitive Type (N) Checklist
8 Thinking Type (T) or Feeling Type (F) Checklist
9 Judging Type (J) or Perceiving Type (P) Checklist
10 Capitalizing on Your Personality Preferences
11 Personal “Coat of Arms”
12 Teambuilding As an Ongoing Effort
13 Developing Your Team’s Charter
14 Composing an “Elevator Speech” About Your Team
15 Scripting the Start of Your Day
16 Monitoring Your Listening
17 Assessing Your Communication Skills
18 Consensus Decision Making: The Significant Inventions Exercise
19 Step 1 of the 4-A Plus 2 Model: Awareness
20 Step 2 of the 4-A Plus 2 Model: Analysis
21 Step 3 of the 4-A Plus 2 Model: Alternatives
22 Step 4 of the 4-A Plus 2 Model: Action
11
23 Follow-up Step 1 of the 4-A Plus 2 Model: Assessment
24 Follow-up Step 2 of the 4-A Plus 2 Model: Appreciation
25 Awareness and Analysis of the Problematic Conflicts on Your Team
26 Identifying and Clarifying Perceptions of Conflict Strategies
27 The Designated Bragger Exercise
28 Practice Meeting with Your Boss
29 Mental Models: The Arm-Wrestling Exercise
30 Your Vision of Team Excellence
31 Strategies for Overcoming Resistance to Change
32 Applying the Three Laws to Tip a Change Movement
33 Our Team’s “Stock Price” and Analysis
34 Team Diagnostic Questionnaire
35 Team Morale Survey
36 A SWOT Assessment
Appendix A: The Exotic Orchid Role Play Exercise 281
12
ACKNOWLEDGMENTS
I owe a great deal to the men and women whom I have witnessed helping
teams in organizations. It has been encouraging to see them care and make
a difference, and I have learned from their efforts to provide leadership.
They have trusted me as I have attempted to help them help others.
I also owe a great deal to my family and other loved ones. Without
them my life would never be in balance. Kathy has made our lovely house
a home. Her love and faith make me happy. Sam has grown and
blossomed. I am so proud of him. He has become a wonderful man. My
mother still wonders why I like to work hard, but she and my dad taught
me long ago that learning and helping others is why we are on this earth.
Family members Mike, Jan, Amy, Stacy, and Annie have all added joy to
my life.
I am grateful to my colleagues. I am blessed to have worked with
talented and patient people both through my consulting practice and in our
MSHROD Program at Eastern Michigan University. The challenge of
trying to articulate what I am observing, researching, and teaching has
resulted in insights I could not have achieved without them.
The comments and support from key organizations and individuals
must also be recognized. I would like to thank Jim Lomac and Cindy
Hayes of the Management Research Group in Portland, Maine, and Paul
Davis of the Scanlon Leadership Network for making their resources
available to me. I also want to thank the people who reviewed the
manuscript and provided their insights: Sue Bird-Johnson, Jack Buettner,
Scott Fenton, Peter Geyer, Sandra and Elizabeth Hirsh, Pat McDonnell,
Lee Sanborn, Mike Schippani, Maureen Sheahan, Hal Stack, Ed
Turnquist, Mary Vielhaber, and Frank Yates.
This book would have never been completed were it not for the
wonderful team of people at Davies-Black Publishing and CPP, Inc.
Connie Kallback, Senior Acquisitions Editor, has been particularly helpful
to me. She encouraged, cajoled, put up with my sense of humor, and kept
me going. Laura Simonds, Director of Marketing and Sales, was so helpful
in promoting my previous book and has been kind enough to do the same
on this one. Lee Langhammer Law, Publisher, encouraged me to stay with
Davies-Black and has convinced me of this company’s effectiveness.
13
Mark Chambers provided much-needed help as copyeditor.
Finally, I want to thank the readers of Tools for Team Excellence, who
have given me useful feedback, especially regarding material needed to
help those who are taking on the responsibilities of providing leadership to
teams in their organizations.
14
ABOUT THE AUTHOR
Gregory E. Huszczo, PhD, is an organizational psychologist and author of
such works as Tools for Team Excellence and Making a Difference by
Being Yourself. With more than thirty years’ experience as an awardwinning teacher, researcher, and consultant in the areas of organizational
change, teams, personalities, and leadership, he has worked with Ford
Motor Company, Kellogg, La-Z-Boy, the VA hospital system, British
Petroleum, Navistar, and National Coalition for Community and Justice,
among other clients. Currently professor of organizational behavior and
development in the master’s program in human resources and organization
development at Eastern Michigan University, he also has taught at various
other universities and institutes, including Southern Methodist University,
Michigan State University, the University of Louisiana at Lafayette, and
the UAW Education Center.
15
INTRODUCTION
Did you ever play “King of the Hill” as a kid? One kid stands atop
an elevated piece of ground, and the rest of the kids try to throw
him off the perch so that someone else can become king of the hill,
who eventually meets the same fate. This continues until everyone
gets tired and frustrated or someone gets hurt. Your organization
cannot afford to play this game as a way to determine team
leadership. Don’t spend all that energy on determining who is the
toughest or the smartest. The major benefits of a team concept
occur only when all involved have a chance to exert their skills,
knowledge, and influence.
You probably picked up this book because your organization is attempting
to use some form of a team concept to guide the way it operates. I assume
you want to—or have to—help a team in your organization. This book is
designed to help you help team members help themselves, not to take
over. If you want to play “King of the Hill,” you should probably look for
a different book. This book will provide you with the tools to develop the
behaviors needed to effectively work together in a team environment. It
will encourage you to develop people and help manage situations in a way
that is conducive to team excellence. It will prepare you to provide
leadership in a team-based organization.
You may have also picked up this book because you read my previous
book, Tools for Team Excellence. That book was based on my twenty-five
years of research on the subject of teams. In it I describe the seven key
components of excellent teams in organizations:
• Clear goals and sense of direction
• Identification of talent
• Clear roles and responsibilities
• Agreed-upon procedures
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• Constructive interpersonal relations
• Active reinforcement of team-oriented behaviors
• Diplomatic external ties
I have furthered that research since the book was first published in
1996. I have reconfirmed those seven components but have recognized an
additional important factor for success with teams: leadership. Company
after company, team after team, expressed the importance of leadership in
attaining excellence within a team concept. At first I resisted their
comments and the data because I had seen too many teams that
demonstrated an overreliance on leadership. Despite their declaration of a
team concept on paper, in reality a person or two on each team carried the
load. However, the evidence is overwhelming. Coaches of sports teams
often speak about the importance of “X-factors” for success. These are
intangibles such as experience, intensity, or the ability to make the most
out of opportunities. The X-factor in whether a team concept succeeds is
leadership. This does not mean an overreliance on one or two key people,
but rather a willingness on the part of many people to take on the
responsibility of influencing people and events and helping a group of
individuals move forward together. Ironically, organizations need to be
full of leaders even when promoting so-called leaderless teams. I want you
to be one of those leaders who makes a difference in your organization.
How This Book Will Help You Help
Teams Help Themselves
This book gives you the tools to analyze a team with confidence and to
provide constructive feedback. It provides you with the tools to creatively
generate options among team members and then gain a consensus of what
to try. It gives you tools to help the team plan the actions it needs to help
itself.
Covered are ways to help the team with its task and relationship
difficulties while adding more tools to your toolbox beyond those offered
in Tools for Team Excellence. It furthers efforts to address the seven key
components that separate the excellent organizational teams from the
mediocre ones. You will learn how to help a team diagnose its strengths
and weaknesses, help establish a clear sense of direction, improve
communications, ensure systematic problem solving and decision making,
resolve dysfunctional conflicts, motivate and coach team players, build
17
diplomatic ties in the organization, and help teams get unstuck.
In reading this book you will have the opportunity to learn a lot about
yourself as well as others. There is a natural leader within you, and this
book will help you find it. If you are willing to give up your desire for
perfectionism and control while steadfastly adhering to a desire to make a
difference, you will benefit from this book. I want you to take teams
seriously and yourself lightly. Helping a team by being a leader does not
mean putting all the responsibility on your shoulders. You are to work
with the team, not take it over. You are not being asked to be a saint or a
martyr. You are being asked to serve and to lead. You are being asked to
identify the leadership talent within the team even if you are the assigned
leader of that team.
The main theme of chapter 1—that team leaders must help others help
themselves—is carried throughout all subsequent chapters. At the end of
each chapter you will be asked to complete a review to identify what you
have learned and how you will attempt to use what you learned.
Leadership development requires active learning. Merely gaining insights
by reading will not be enough. You will need to practice the skills required
of you as team leader: teambuilding, goal setting, communicating,
problem solving, decision making, motivating, coaching, practicing
diplomacy, monitoring, reviving stuck teams, leading executive leadership
teams, and so on.
Be the X-factor in your organization’s effort to build excellent teams.
Note: This book was written for both the person attempting to provide
leadership to a single team within an organization and the leader
overseeing the development of multiple teams within a larger
organization. While the text is generally addressed to the former, the
lessons contained herein are equally applicable to the latter.
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CHAPTER 1
THE NEED FOR TEAM LEADERS AT
ALL LEVELS
Helping Teams Help Themselves
Perhaps the best team I was ever part of was an education staff of
a …
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