Team leadership : theories, tools and techniques

COVER
TITLE PAGE
ENDORSEMENTS
COPYRIGHT PAGE
TITLE PAGE 2
HENRY FORD QUOTE
TABLE OF CONTENTS
ABOUT THE AUTHOR
INTRODUCTION
	What makes this book different from others?
	The structure of the book
CHAPTER 1: DEVELOPMENTAL FRAMEWORKS
	1. Linear development framework
	2. Alternative five-stage linear frameworks
	3. Recursive processes
	4. Punctuated equilibrium model
	5. Integrated framework
CHAPTER 2: CONSTITUENT FRAMEWORKS
	6. Hierarchical components
	7. Input-process-output process
	8. Moderating components
	9. Internal mediating components (IMOI)
	10. Integrated components
CHAPTER 3: ORGANISATIONAL CONTEXT
	11. External context
	12. Internal context
	13. Organisational culture
	14. Culture: Reinventing organisations
	15. Value chain
CHAPTER 4: TEAM ASSESSMENTS
	16. Composition assessment
	17. Climate assessment
	18. Assessment of effectiveness
	19. Team diagnostic survey
	20. Subjective analysis
CHAPTER 5: TEAM DESIGN
	21. Types of teams
	22. Mandate
	23. Team composition
	24. Normative team design
	25. Diversity
CHAPTER 6: INDIVIDUAL ASSESSMENT INSTRUMENTS
	26. Personality type assessment
	27. Personality trait assessment
	28. Emotional intelligence assessment
	29. Strengths Finder
	30. Style assessment
CHAPTER 7: TEAM ROLES
	31. Belbin’s team roles
	32. Margerison and McCann’s teammanagement profile
	33. Kets de Vries’ archetypes
	34. Team role knowledge
	35. Lessem’s integrators
CHAPTER 8: TEAM TASKS
	36. Classification of tasks
	37. Formulation of tasks
	38. Behavioural processes
	39. Generic tasks
	40. Job characteristics model
CHAPTER 9: TEAMWORK
	41. Teamwork “Big Five”
	42. Dimensions of teamwork
	43. Facilitation of teamwork
	44. Liberating structures
	45. Red teaming
CHAPTER 10: DIVERGING TECHNIQUES
	46. Brainstorming
	47. Attribute exploration
	48. Checklists
	49. Semantics
	50. Representational techniques
CHAPTER 11: CONVERGING TECHNIQUES
	51. Screening techniques
	52. Decision-making techniques
	53. Normative decision-making model(Vroom-Yetton-Jago)
	54. Biases, heuristics and logical fallacies
	55. Common decision-making pitfalls
CHAPTER 12: CONFLICT MANAGEMENT
	56. Types of conflict
	57. Difficult team members
	58. Thomas-Kilman dimensional model
	59. Sequential-contingency perspective ofconflict
	60. Crucial conversations
CHAPTER 13: COMMUNICATION
	61. Communication patterns
	62. Types of interaction
	63. Structural dynamics
	64. Agile teams
	65. Virtual team communication
CHAPTER 14: EMERGENT STATES
	66. Cognition
	67. Learning
	68. Affect
	69. Flow
	70. (A)CIBART
CHAPTER 15: MOTIVATIONAL STATES
	71. Confidence
	72. Trust
	73. Safety
	74. Cohesion
	75. Interdependence
CHAPTER 16: MOTIVATION THEORY
	76. Needs-based motivation
	77. Expectancy theory
	78. Self-determination theory
	79. Equity theory
	80. Nudging
CHAPTER 17: TEAM LEADERSHIP
	81. Team leadership
	82. Dynamic team leadership
	83. Traditional leadership theory
	84. Participative leadership
	85. Barling: “The Science of Leadership”
CHAPTER 18: TASKS OF TEAM LEADERS
	86. Functional leadership tasks
	87. Leading change
	88. Leading personal change
	89. Disciplines of action
	90. Implementation techniques
CHAPTER 19: COACHING
	91. Individual coaching
	92. Adjusted individual coaching models
	93. Team coaching: Peter Hawkins
	94. Team coaching: Hackman and Wageman
	95. Integral coaching model
CHAPTER 20: TEAMBUILDING
	96. Integrated model of teambuilding
	97. Process of teambuilding
	98. Focus of teambuilding
	99. Activity-based teambuilding
	100. Positive approaches to teambuilding
LIST OF REFERENCES
INDEX
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