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Leading Dispersed Teams. J–B CCL (Center for Creative Leadership)

  • ID: 2213462
  • Book
  • August 2007
  • 36 Pages
  • John Wiley and Sons Ltd
This is a book about leading dispersed teams teams that are made up of people who don t work in the same geographical area. Such teams don t often meet face–to–face. Usually their members are separated by time and distance, and they often bring different cultural views to bear on their work. Solving potential communication problems and devising processes for making decisions and managing conflict are challenges for leaders of dispersed teams. But before they can address those challenges, they need to analyze the support such a team will get from the organization as a whole.

Dispersed teams are a necessary, strategic work unit in a world that continues to grow more interconnected every day. Guiding them to their full potential is a difficult challenge for even the most seasoned team leader.
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7 What Is a Dispersed Team?

7 Act Global, Think Local

Leadership That Exploits Advantages

Leadership That Mitigates Disadvantages

12 Launching a Dispersed Team

Assessing Readiness

Meeting for the First Time

22 Leading a Dispersed Team

Communication and Information Sharing

Decision Making

Conflict Resolution

27 Dispersed Teams: Leadership Challenges for an Interconnected World

29 Suggested Readings

30 Background

30 Key Point Summary

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This series of guidebooks draws on the practical knowledge that the
Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared–in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today′s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL′s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Michael E. Kossler is a senior enterprise associate at CCL s Greensboro campus. He works with new global clients to assess their organizations leadership development needs and then to design and implement custom solutions. He served as the project manager for CCL s research on geographically dispersed teams. Mike holds an M.A. in communications from the University of Akron and an M.M. in organizational development from Aquinas College.

Sonya Prestridge is a former senior program associate at CCL s Greensboro campus. She was a member of CCL s research team investigating geographically dispersed teams. Sonya holds an M.A. from Peabody College and a Ph.D. in adult education from the University of North Carolina at Chapel Hill.

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