An analysis of the ways team leadership varies from the traditional top-down leadership.
Written in 2004; 1,031 words; 5 sources; MLA; $ 36.95
Paper Summary:
This paper discusses effective team working, that is the pulling together of different capabilities and personal styles under a common intention, claiming it to be a vital part of contemporary organizational life. The paper contends that high performance teams need leaders with an exceptional mix of skills like leading without overpowering; providing clarity along with active listening; settling inter-team conflicts yet cheering productive and creative tension and adding value while generating space for team work. More than other forms of leadership, the effective team leader knows the vitality of nurturing common value and admiration between all team members.
From the Paper:
"Many organizations have inspired to a team-based structure within the last twenty years. In some cases the teams are independent or leaderless. But few companies have grown to be really victorious with their independent teams. A changeover period is necessary in victorious cases to aid the old supervisors to move into new roles as facilitators or resource managers. In the greater part of team-based organizations and during that changeover period, there is a requirement for team leaders. This position is different from the traditional supervisor, and thus requires different skills/capabilities. (Team Leadership: www.hmhandassociates.com) One of the main and latest additions to the literature on leadership concentrates on team leadership. Most science moves ahead through projects. These projects consist of interdisciplinary teams and usually have project staffs that are gathered mainly for the project in question. The aptitude of project managers to work efficiently in this fluid organizational environment may thus become a necessity. (Chapter 12: Leadership)"
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