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How To Build High-Performance Teams
American Management Association Self-Study, Nov 1991, Pages: 192
The quality of a team’s performance is closely correlated with and dependent upon the quality of its leadership. Consequently, this whole book is about team leadership. It is also about how to improve work, work methods, and interpersonal relations, all at the same time.
High-performing teams do not happen through halfway measures. You cannot create one without considerable effort on your part and on the part of your management and your group members. To that end, this self-study program contains both concepts and methods intended to help you put together and manage a high-performance ad hoc or permanent team capable of managing itself. As such, the book is about empowerment, the contemporary buzzword suggesting that leadership consists of more than merely enabling.
The most important change created by team building is to free the other person to do his or her job without unnecessarily tight controls. “Empowerment” has gone far beyond its origin during the 1960s civil-rights campaigns as the code word for “power to the people”; it now refers to giving employees decision-making authority. It also goes beyond participation, as in the “participatory management” of the past, where often participation was treated merely as a device to get employees to do management’s bidding. Team building and team leadership ultimately transform the leaders and the followers into partners engaged in one enterprise - the successful fulfilment of mutual goals, objectives, and motives.
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