Written for those who coach teams and leaders. Leaders need two different types of great timing to help their teams. First, they understand what kinds of help to give teams at predictable times in their work cycles. Second, they know how to influence their teams on the fly, sensing those unpredictable moments when a well-aimed intervention can help a team get onto a productive track.
Written by Hackman and Wageman for practitioners who work with teams, especially new leaders. Summarizes four key principles for designing and leading teams—including asking whether you really need a team. The article summarizes the 6 Conditions framework and provides illustrations of how to bring these principles to life in practice.
Team leaders tend to be viewed both by lay observers and by scholars as more influential in shaping team performance than is warranted by research evidence.This chapter identifies the technological, organizational, and contextual constraints that can attenuate the impact of team leader behavior; and explores the behavioral options that remain available to leaders under constraining circumstances.