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Unit 5: Teamwork, Leadership and Communication in the Uniformed Protective Services Assignment

Introduction: Uniformed Protective Services Resources

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Without leaders and teams, protective services cannot function safely and effectively it is necessary if an organization is to achieve its objectives. A work or a mission succeeds by successful teamwork. No matter if it is a band, a football team or a Fortune 500 business, teamwork is at the heart of any job. Many modern services think about the chemistry of what makes successful teamwork more important. And by doing so, the easiest way to understand is. It is helpful to identify a team in order to appreciate the capabilities necessary to develop and manage high-performance teams. A team is a limited group of individuals with complementary expertise who have dedicated themselves to a shared purpose, success targets and strategy towards which they have collective responsibility.

Section 1 Exploring Teamwork and Leadership Styles

Characteristics of an effective team

  • Direction: Organizations are often very rushed to get on with their tasks so that they get people together without deciding the priorities and the intended results (Eva et al., 2019). Experts clarify that it is difficult to create a correct group of people to succeed without a good understanding of what the team has to do and how an effective result would be defined.
  • Communication: Communication is the key of the success of every service. Communication is important in every team to create a feeling of friendship between the participants. The success of the team is measured by the way team members honestly and always interact.
  • Time Management: A good team handles your time since time is your most precious asset. The mission or aspect of a task may be easily done by deciding which task is most important. This will help you to make the most of your time. And in uniformed protective services, punctuality and time management is the most factor to perform the services effectively and efficiently.
  • Common Goal: A crucial trait of every good team is that participants prioritize individual desires. Although it is perfect for personal morals to scale individual goals, teams are effective when they grasp, respect and function for a shared intent. In the uniform protective services, all the members have a common goal of serving the nation.

Styles of Leadership

Figure 1: Styles of Leadership

Source: (Author, 2021)

  • Authoritarian: Authoritarian leadership is a very straightforward manner in which the boss says to the members of the team what they have to do. This style is also often characterized as autocratic (Stedman et al., 2019).
  • Democratic: Democratic leadership is a type of leadership that retains the leadership of the organization, but allows team members to have viewpoints and points of view and advises the team on matters that can concern them.
  • Laissez-faire: Laissez-faire style is a hands-on approach to leadership in which the organization is committed to completing the leader's mission.
  • Transactional: The leader exercises no influence over the team and leaves them with the freedom to determine their own responsibilities and duties.
  • Transformational: Transformative management is a type of leadership that concentrates on team success in general by empowering team members to care about the group rather than themselves.
  • Bureaucratic: Bureaucratic leadership is a leadership style that relies on guidelines and processes for team and project management

Protective services are either provided with strategic plans from a government agency or are required, under the political will of the moment, to draw their own plans up (Johnson and Hackman, 2018). This means that even very high-level executives frequently have no choice in determining the organization's priorities, but that they have to enforce authoritarian dictations on their workers. Despite this, a chief in protective service must be able to respond with a whole variety of leadership strategies that can be used independently all at once to overcome the problems and changes that can be brought on. Protective service executives require all forms of leadership to be very adaptable and relaxed.

We can take the example of the Commanding Officer in a uniformed protective service. The CO is the combat force, post officer, camp, base or station commander. It has the unit's jurisdiction and legislative rights to discipline and prosecute such actions beyond the scope of military law. A CO has a number of essential roles including support workers, financing and infrastructure allocations. They have an opportunity to provide for the team and to take responsibility to the higher ranks. COs are regarded highly and the promotion of the service is given to the finest officers who have gone their way

Section 2 Exploring Teamwork and leadership styles

The team is a central method to coordinate work in the business world of today. Teams will gather, assemble, relocate and scatter immediately. However, teams are a good tool to inspire workers. The idea that teams grow and evolve over a given time must be taken into account. Team growth generates an environment of enthusiasm by promoting collaboration, coordination, interdependence and confidence between team members.

Figure 2. Theories of Team Building

Source: (Author, 2021)

Theories of Team Building

  • Tuckman Theory: In 1965, Tuckman developed the idea of four phases of team bonding before it was amended to five phases in 1970. Tuckman felt that a team would have to move through each stage to succeed (Al Khajeh, 2018). The following stages are:
  1. Forming: Checking behavioural and job activity is leads to the formation of teams. This is being created and developed. This is where members of the team are established and united.
  2. Storming: This process is where thoughts are collected and exchanged, but the team remains weak.
  3. Norming: The group starts sharing and developing thoughts. In reality, this is when the team begins to be efficient.
  4. Performing: The team then transforms into a highly successful team. An operational pattern and a command-line are developed.
  5. Adjourning: This is when failure happens or something is not successful. The level of work and productivity have been improved.
  • Belbin Theory: Belbin pointed out that people cooperate when grouped in groups and teams. He had pointed out that eight different tasks perform well where each of these team roles are involved.
  1. The Chair: They are also regarded as the coordinator to accomplish the team's higher aims. It is the team leader who takes the task.
  2. The Shaper: They are those who set the targets and the order in which they carry out their activities. The team is led to accomplish the mission.
  3. The Plant: This is an imaginative person who creates new ideas for the project. They will find it challenging even though it is positive to cope with criticism.
  4. The Monitor-Evaluator: They are the ones who test and interpret others' thoughts. Often, they test plant concepts for the benefit of the whole team (Hensley et al., 2017).
  5. Resource Investigator: They look outside of the company at patterns and innovations. They are curious and they also have to look at other organizations. They are curious.
  6. Company Worker/ Implementer: There are those that accomplish the tasks. The thoughts of other staff members are translated into motion and physical work.
  7. Team Workers: They are people who support the whole team and ensure team members work together in harmony.
  8. Completer Finisher: These individuals have a vision of the fulfilment of activities. You are a perfectionist because you ensure there is no mistake and you have an eye for detail (Sottilare et al., 2018).
  • John Adair Theory: John Adair developed an Action Centered Leadership in the 1960s. The model is a basic framework that will help us in the management and management of any team. The 3-circle paradigm is also called Action Center leadership. Adair's Leadership Center model contains three components, described as three circles that intersect.
  1. Tasks attainment.
  2. The community that the team is responsible for.
  3. Control of the team's participants.

Team Cohesion and Factors Affecting Team Cohesion

The mechanism of team building is team cohesion. This ensures that a team stays cohesive and meets their goals even though they are exhausted, pressured or failing. Following are the factors which affect Team Cohesion

  • Personal: Individuals in the community should agree on mutual goals and expectations to efficiently connect. Related views, involvement and backgrounds contribute to fewer frictions and a cohesive community.
  • Leadership: Every group needs a leader, someone to guide and assist the party. There are however strategies of leading a group that cohesively influence the group. A successful leader would be able to interact easily with the group.
  • Environmental: Groups who live close to each other are more likely to bond, and they can interact more closely. The Group's size is also important, with smaller groups having a greater chance of interacting and forming relationships.
  • The difference in personalities: One thing that keeps a group member together is that they share the same values and attitudes. But if it is not there, then Team Cohesion is affected a lot. Employees and citizens often favor an organization with common views, principles and rules of ethics, so they have certain kinds of social affirmation.
  • Competition: When they face challenges, a group will become more united. Members will be prepared to set aside their differences and work towards the resolution of the problem.
  • Communication: Communication is a big aspect of Team Cohesion. Team members submit and exchange information for debate, timely action, awareness and communication of tasks (Bachtler et al., 2019). Good communication means a letter to understand the contents and purpose of the receiver. In the case of good coordination between team members, typical mistakes like misunderstandings, distrust or disagreements can be avoided that compromise team performance.
  • Team Dynamics: The team wants to know specifically why; what it is about and how it exists and is built to collaborate. The team would find it more difficult to tie together without this knowledge

Effectiveness of team development in the uniformed protective services

The work in uniformed protective services is made up of productive and efficient teams. It improves service and allows people to achieve their goals by working together as teams. A successful and motivated team is more likely to deliver better results. No one person would ever be working alone to take care of an incident. Closely and effectively partnering alongside other public services would enable work to be carried out rapidly and reliably and above all to save lives.


Working together is what makes a project a success. The ability to collaborate and develop relationships allows a project to progress. It will be much easier for a "Great Man" to execute a scheme, and not to think about anyone else, but always build something better through the "Great Team" outcomes. The ability to develop and direct high-performance teams is an imperative leadership skill for all uniform protective services. People have to work well together in this regard, wear a lot of hats and work consistently to perform the tasks they need to stay successful in all the different uniformed protective services.

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Al Khajeh, E.H., 2018. Impact of leadership styles on organizational performance. Journal of Human Resources Management Research2018, pp.1-10.https://ibimapublishing.com/uploads/articles/JHRMR/2018/687849/687849-1.pdf

Sottilare, R.A., Burke, C.S., Salas, E., Sinatra, A.M., Johnston, J.H. and Gilbert, S.B., 2018. Designing adaptive instruction for teams: A meta-analysis. International Journal of Artificial Intelligence in Education28(2), pp.225-264.https://link.springer.com/article/10.1007/s40593-017-0146-z

Stedman, N.L. and Adams-Pope, B.L., 2019. Understanding Principal Investigators' Differences in Leadership Style and Perceptions of Teamwork to Leverage Leadership Development. Journal of Leadership Education18(1).https://journalofleadershiped.org/wp-content/uploads/2019/01/0872adams-pope.pdf

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