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- W4386731424 abstract "This chapter scrutinizes how team leadership differs from leadership per se in its emphasis on the coordination of team processes as the means to achieving organizational goals. It outlines two mainstream models of team leadership and the manner in which they are said to impact on team processes and team performance. The chapter also considers how self-managed and virtual teams challenge the view that leadership is vital for team performance. The different roles leaders might play in initiating and implementing change are also examined. A range of normative, contingency, and contextual models of change is discussed, along with the causes of resistance to change. The chapter also delves into the idea that planned change may be inherently problematic." @default.
- W4386731424 created "2023-09-15" @default.
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- W4386731424 date "2020-05-07" @default.
- W4386731424 modified "2023-09-27" @default.
- W4386731424 title "Leading teams and leading change" @default.
- W4386731424 doi "https://doi.org/10.1093/hebz/9780198834298.003.0009" @default.
- W4386731424 hasPublicationYear "2020" @default.
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