Developing yourself as a team leader Essay

Category: Leadership,
Published: 30.12.2019 | Words: 667 | Views: 694
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Reviews and provides technical/economic feedback upon key geologic and water tank studies and results.

Guarantees project timelines are attained. Provides architectural support in scale up of geologic description data into thorough reservoir the planet models being used for both modeling and analytical work Financial Control 1 . 3 Authority and Accountability Restrictions of the Team Leader (12) The tank management team leader in Tatweer Petroleum is mainly an advisory placement with little authority. Deep RMT leader is accountable for controlling deep team operating and capital budget given by section manager commencing of each 12 months.

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He is in charge of identifying team vacancies, and interviewing and recruiting staff staff. He can also responsible for appraising affiliates and suggesting raise for these people. The following are the sole authority limits for Deep RMT innovator: Approving workover expenditure asks for (WAR) up to $100, 000 Approving new well task requests (PAR) up to $250, 000 Granting team members expense reports approximately $5, 000 1 . four Example of Group Leader Discussing Senior Authority (8) A workover plan to perform a production logging survey* using one of Profound RMT bore holes was made by the team development engineer and approved by the team leader. The fee for this operation was $150, 000, which can be above the group leader workover request approval limit.

Alternatively, in 2013 Tatweer is following a price control technique to minimize working expenditure price range which this kind of operation is usually falling beneath. Therefore , they leader needs to refer this workover operation to the division manager and get his approval. 5. Production Signing Survey: a diagnostic operation at which tank intervals leading to production is definitely identified. A 3rd party service provider is used to perform such operation.

Section 2: Manage to seek reviews on their place of work performance to distinguish strengths, weak points and areas for improvement The members of the ILM Group-13 approval that I are technically strong, hard worker, confident, good communicator and listener, and have good delegation skill. On the other hand, the group features agreed on many areas of improvement. First one is known as a personal skill that I need to be decisive regarding my concentrate on and aim and the steps to get there.

Second one is an organizational skill that I need to ensure objectives are clear and be focused to accomplish it. Third one is and interpersonal skill that I need to accept additional opinion. Leadership Skills Review: Leadership expertise survey revealed that general I am quite good at the 8 areas with average rating of (4. 4/5) in communication and social abilities, (4.

4/5) in goal setting, (4. 4/5) in handling myself, (3. 8/5) in motivating people, (4. 1/5) in becoming creative in problem solving, (4.

5/5) in inspiring trust and admiration, (4/5) in being interested in and valuing team members, and finally (4. 2/5) in producing the skills of my team. The study did not present much to further improve and therefore, I’ve conducted a self-assessment using the same review and as opposed it together with the survey end result (Figure-2). Self-assessment survey can be shown Appendix 3. The result of my self-assessment showed good agreement while using survey lead to 3 areas; managing me personally (4 versus 4. 4), being imaginative in find solutions to problems (4. three or more versus 5. 1) and inspiring trust and respect (4. 3 versus 4. 5).

However , my own self-assessment showed I need to boost in expanding the skills of my staff (scored 2 . 7/5) and specifically mentoring team members (scored 2/5). I also need to boost communication and social expertise (scored 3/5) and particularly asking queries and listening to answers (scored 2/5). And ultimately I need to boost being interested in and valuing team members (scored 3. 5/5) and particularly wanting to know regarding team members’ attitudes and values, thoughts and feelings (scored 2/5). Figure-2: Command self-assessment vs . survey 2 . 3 Action Plan (28) Location to develop Setting clear aims and concentrating on achieving that Accepting various other opinion Curious about about group members’ frame of mind and ideals, feelings and emotions Practice by transform my habit and start talking to team members to explore their attitude and values, feelings and emotions 31-Dec-13