Leading Self-Directed Work Teams

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  • Edition: 2nd
  • Format: Hardcover
  • Copyright: 1999-12-09
  • Publisher: McGraw-Hill Education
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A new edition of the book that lead the self-directed work teams revolution. Leading Self-Directed Work Teams is one of the best-selling books on teams ever published. Now, the perfect guide for any team leader has been revised and expanded to reflect the new realities of team-based organizations. By explaining how team leaders differ from conventional supervisors, this informative volume which is based on the author's successful seminars and workshops is especially useful for those managers who move from hierarchical to participatory structures. This edition feature more practical examples and techniques than in the previous edition, new research, dozens of tips and checklists, case studies, and valuable training exercises. It has been used and praised by experts at Motorola, M.I.T., AT&T and many other organizations.

Author Biography

Kimball Fisher is a cofounder of the Fisher Group, Inc., and has worked with many companies implementing high-performance management practices across North America, Western Europe, Asia, and Africa, including Amoco, Apple Computers, Chevron, Corning, Hewlett Packard, Mosanto, Motorola, NBC, Shell, Weyerhauser, and more. He is a popular speaker at conferences on teams, leadership, and organization design and has addressed audiences around the world.

Table of Contents

Part I: A New Kind of Leader for a New Kind of Business Environment.

Bosses Who Don't Boss.

Self-Directed Work Teams: What Are They and Where Did They Come From?

Team Empowerment: Passing Fad or the Future of Work Design?

The Classic Supervisor Is an Endangered Species.

A Rocky Road: The Transition from Supervisor to Team Leader.

Part II: Building the Foundation for Change.

The Kodak 13 Room Story: Empowering Team Leaders.

Overcoming Common Transition Difficulties: Four Learnings from the 13 Room.

Part III: The Power of Values and Assumptions.

The Visible and Invisible Elements of Team Leadership.

Theory X Assumptions and Control Paradigm Thinking: You Can't Get There from Here.

Part IV: The Role of the Team Leader.

The Supervisor Versus the Team Leader: Sheep Herders and Shepherds.

The Role of the Team Leader.

Essential Competencies for Team Leaders: Leader, Results Catalyst, and Facilitator.

The Barrier Buster, Business Analyzer, Coach, and Living Example.

The Myth of the Marshmallow Manager.

The Five Stages of Implementing Empowerment.

Leadership Roles During the Early Stages of Team Maturity.

Leadership Roles During the Later Stages of Team Maturity.

Part IV: The Team Leader Workout.

Three Days in the Life of a Team Leader.

A Weekly Activity Guide for Team Leaders.

Part V: Common Problems and Uncommon Solutions.

When Team Members Resist the Change to a Self-Directed Work Team.

Helping Supervisors Become Team Leaders.

Managing Upward: When You Don't Have the Support of Senior Management.

Creating Accountability: Systems for Teams.

When the Problem Is the Organization: Redesigning for Teams.

Overcoming the Special Challenges of Leading knowledge Workers.

Leading Virtual Teams: How to Work with Teams That Are Geographically Dispersed.

Part VI: Team Leader Evaluation Tools.

The Team Leader Limits Test: Do I Fit as a Team Leader?

Assessing Team Leader Effectiveness Sampler.

The Team Leader Survival Guide.

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