- Hardcover: 272 pages
- Publisher: Harvard Business Review Press; Canadian ed edition (January 24, 2008)
- Language: English
- ISBN-10: 1422103366
- ISBN-13: 978-1422103364
- Product Dimensions: 1 x 6.2 x 9.5 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Average Customer Review: 4.5 out of 5 stars See all reviews (12 customer reviews)
- Amazon Best Sellers Rank: #473,020 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $5.13 shipping
+ $3.99 shipping
+ $3.99 shipping
Senior Leadership Teams: What It Takes to Make Them Great (Center for Public Leadership) Hardcover – January 24, 2008
|New from||Used from|
Top 20 lists in Books
View the top 20 best sellers of all time, the most reviewed books of all time and some of our editors' favorite picks. Learn more
Frequently bought together
Customers who bought this item also bought
About the Author
Ruth Wageman is Edgar Pierce Professor of Social and Organizational Psychology at Harvard University and Director of Research for Hay Group. Debra Nunes and James Burruss are Vice Presidents at Hay Group's McClelland Institute for Research and Innovation. J. Richard Hackman is Professor of Social and Organizational Psychology at Harvard University.
If you are a seller for this product, would you like to suggest updates through seller support?
Top customer reviews
The focus of this book is senior executives as a team. These highly skilled individuals have the dual responsibilities of managing their departments and the enterprise as a whole. The management function of senior executive teams often feel like a distraction from their "real work". Yet, senior executive teams can provide a key function that every organization desperately needs - leadership. Senior-level leadership is needed for high level strategy, cross-functional initiatives, building organizational capacity, capital acquisition, and enabling mission-critical performance.
The four authors (two consultants and two academics) studied 120 senior executive teams to find out what made the difference between great senior teams and poor senior teams. They discovered six things. Three are essentials, no surprises here, concerning the design of the team: 1) They are real teams; 2) They have a compelling purpose; and 3) The right people are on the the team. The chapters on each essential are insightful for the specific context - senior teams. Executives will find the examples and specific recommendations helpful because of they are not generalized for all teams, but only senior teams.
Senior leaders, the authors found, often do not have the necessary skills and experience in establishing the working conditions of an effective team. Teams will not automatically be high performing because of the individual abilities of the team members. Three enablers are: 1) Team structure; 2) a support context; and 3) Team coaching. The key is developing how the team works together. Teams require different processes, skills, and growth in their abilities to collaborate together effectively.
With practical help and its specific context, Senior Leadership Teams, is well worth the read for both executives and coaches.
Here's a book every CEO should read.
Drawing from their research with 120 top teams and their collective consulting experience, the authors present numerous real-life examples and tools (questions and checklists) for developing these key elements and provide practical guidelines for using these elements as the basis for on-going coaching. The suggestions and processes for developing a compelling purpose and senior leadership team norms are especially useful in this regard.
Additionally, the authors provide helpful (and motivating) advice for getting the right people on your team and the wrong people off. They demonstrate the criticality of such team member competencies as empathy and integrity if you are developing a team that is prepared to engage in the candid dialogue and tough debate that is required for enterprise-affecting decision-making. Also helpful are the guidelines for identifying and dealing with team derailers and the suggestions for on-boarding new senior leadership team members.
The text is easy to read. The structure is clear and easy to follow. The authors pepper each chapter with examples from their comprehensive research. A must read for anyone serious about team coaching