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Team Leadership Vol: 3

Product Details
24 Sep 1996
Emerald Group Publishing Limited
316 pages - 156 x 234 x 19mm
Advances in Interdisciplinary Studies of Work Teams
This volume of the annual series on work teams focuses on leadership. A number of experts in academia and in business agree that leadership is the key to effective work teams. However, they do not necessarily agree on what is meant by 'leadership', how leadership should be enacted, or what constitutes a 'team'. The world of work is changing, and with it, the nature of leadership or our understanding of it is changing. There has been some evolution of leadership concepts and practices toward a more empowering approach focusing on the employees as human resources, but the older command and control approach is only slowly being replaced in research literature and business practices. The authors of the papers in this volume are at the cutting edge with their thinking, writing, and validation work on new approaches to understanding leadership. Subjects addressed in these papers include: team citizenship behavior; self-leadership, self-managed teams and shared leadership; transformational leadership; organizational culture as expressed in the behavior of team members; and, decision making in top management teams. The final chapter emphasizes the training of leaders and teams. These papers each contribute valuable insights and perspectives to both the researcher planning further study of team leadership and the practitioner who must produce performance enhancing change with work teams.
Introduction (M.M. Beyerlein et al.). Foreword (D. Rawles). Acknowledgements. Leadership and team citizenship behavior: a model and measures (J.F. Cox, H.P. Sims Jr.). Self-leaders within self-leading teams: toward an optimal equilibrium (C.P. Neck et al.). Leadership of work teams: factors influencing team outcomes (R. Nygren, E.L. Levine). Communal-rational authority as the basis of leadership for self-managing teams (J.R. Braker). Creating an environment for personal growth: the challenge of leading team (A. Baveja, G. Porter). Better leadership through chemistry: toward a model of emergent shared team leadership (A. Seers). Building highly developed teams: focusing on shared leadership process, efficacy, trust, and performance (B.J. Avolio et al.). Leadership teams and culture change: changing processing structures and dynamics (R.G. Lord, E.M. Engle). The roles of a facilitator in top management team decision making: promoting strategic group consensus and information use (W.P. Anthony, D.D. Daake). Team leadership and development: theory, principles, and guidelines for training leaders and teams (S.W. Kozlowski et al.).

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