A down-to-earth guide to the powerful and dynamic process of team development and the important role of leadership from team start-up through maturity. For team members wrestling with leadership, managers responsible for guiding teams, and executives trying to hold it all together, interviews with leaders as well as managers who have made the transition to self-directed teams illustrate the changes in behavior and organizational support required to master the skills of leadership today. In addition, the book includes a wide array of interactive tools such as training plans, self-assessment checklists for team leaders, and discussion guides crafted to help managers and team members identify key strengths, target problem areas, evaluate progress, and hone vital team and leadership skills.
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Editorial Reviews
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``Managing a self-managing team is no longer an oxymoron! This book blends theory and real-life examples in a practical guide for those who manageor want to managein a team-based setting. I wish our managers had this resource when we started our self-manaing work teams in 1987!'' —Jeffrey Hahn, second vice president, Insurance Services, Aid Association for Lutherans
``A practical `how-to' guide for everyonetop management, team leaders, and support professionalsto use in coaching team development. Our team members could have saved many sleepless nights if this book had been available a year ago. Leadership Trapeze will become one of our development resources alongside Empowered Teams!'' —Dave Natysin, regional vice president, McDonald's Corporation
``This is a down-to-earth guidebook that can help to make the often-frustrating transition to self-directed teams a satisfactory experience for everyone involved.''
``The authors discuss the element of `new leadership' in the age of team-based organizations and provide thoughtful and practical help for anyone making the transition.... Gritty issues like burnout, dealing with skepticism, building trust, and working with `virtual' teams also make this book useful.''
From the Inside Flap
A down-to-earth guide to the powerful and dynamic process of team development and the important role of leadershipfrom team start-up through maturity. For team members wrestling with leadership, managers responsible for guiding teams, and executives trying to hold it all together, interviews with leaders as well as managers who have made the transition to self-directed teams illustrate the changes in behavior and organizational support required to master the skills of leadership today.|In addition, the book includes a wide array of interactive toolssuch as training plans, self-assessment checklists for team leaders, and discussion guidescrafted to help managers and team members identify key strengths, target problem areas, evaluate progress, and hone vital team and leadership skills.
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3 of 3 people found the following review helpful:
4.0 out of 5 stars
For companies going from empowerment to the next level.,
By Chuck Baker (fcpbakerjr@aol.com) (Jamison, PA (North of Philly)) - See all my reviews
This review is from: Leadership Trapeze: Strategies for Leadership in Team-Based Organizations (Jossey Bass Business and Management Series) (Hardcover)
The four authors that compiled research for this book did a fantastic job. They had four different minds that created a synergy that is very helpful for those organizations that are ready to take the next step from empowerment to virtual teams or high performance teams. For those organizations that have not started empowerment, this book is not one to read. Here is a synopsis of the most important issues in the book: 1) Knowledge is power (p.18); 2)the job of the manager is different and difficult - to find the best people you can, motivate them to do the job, and allow to do it their own way; 3)for companies to succeed in the future, the employees need to be challenged; 4) if we conduct business as usual, we soon won't have business to conduct (p24); chapter 4 discusses the changing role of the leader - from autocratic to participateive to high-involvement leadership. There is one part that appears as if the writers were never in a very strong union environment. They discuss unions as if they will willingly accept this change. I do not agree with their concepts on this issue. I believe that unions will fight against this concept due to the reason for unions being alive and well today. A great note from the authors is on page 216 - "Many team leaders are so conditioned to think only about what the team needs that they neglect their own development". This is a great comment from those of us who lead managers. We need to ensure that our managers continue to learn... In the summary on p. 264, the comment, 'Virtual teams, and the people who lead them, are the wave of the future', is a statement that should be repeated over and over. We all need to continue to reach for that continual "virtual" team. The powerful comment on p. 269 is to answer the question, "If you can't say why you actually make your company a better place, you are out." We need to continually ask ourselves how we can improve our company or get out of the way of those who can. This is an excellent boo! k for those who need to take the next step in managment.
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