Leading Teams

Leading Teams

Abstract

Effective communication is mandatory when leading teams.

Whether it is listening, discussing projects, feedback

from team members, emphasizing your ideas or explaining

your ideas to your team,

without effective communication, no team will be well led.

Leading Teams

Business and communication have now meshed together to produce a hybrid business environment. In researching this topic, I found a wide assortment of books, journal and magazine articles, and websites by various authors on leading teams. Some have more impressive qualifications in the subject matter than others. All of the articles and books found on team leadership provide advice and understanding on how to lead teams and achieve positive results. However, the business magazines such as the Workforce, and books like "Leading Teams" by J. Hackman, provided more in depth research and information on how to specifically lead teams. The references that were cited by the different authors also led me to more extensive information on the subject of leading teams.

"Avoiding a communication breakdown: keeping employees informed benefits business" (Clemons, 2003), an article in Black Enterprise, states that "Internal communication is more important today than in previous years partly because the business and market conditions are more complex." (Clemons, 2003) John G. Clemons, chairman of the International Association of Business Communicators (IABC), is the author of this article. In the article he explains how "more businesses are embracing internal communications as a way to keep employees informed and increase their understanding of the company's goals and objectives." (Clemons, 2003) With Clemons credible career involving business communication, he expresses how important it is to have your subordinates informed, so that management can lead effectively.

J. Richard Hackman is a Professor of Social and Organizational Psychology at Harvard University (Hackman, 2002). Harvard University is a internationally renowned Institution which lends support to the credibility of his book "Leading Teams." (2002) Hackman is an expert when it comes to leading teams. He has conducted research on "team dynamics and performance, social influences on individual behavior, and the design and leadership of self-managing groups and organizations." (Hackman, 2002) The book itself has realistic examples, ranging from lacrosse team problems to aviation obstacles, and poses questions which prompt the reader to think about what the leaders in these examples could have done differently. Hackman states that "work teams perform poorly when leaders have focused on the wrong things in designing or supporting them." (Hackman, 2002) Hackman discusses pertinent topics such as "what effective leaders do" (Hackman, 2002) in his chapter "Imperatives for Leaders." (Hackman, 2002) Hackman has multiple references cited in his book and concludes with alternative ways of "Thinking Differently about Teams" (Hackman, 2002) such as self-managing teams and effective communication.

"Jack Welch Leadership," (2004) a book by Robert Slater is a book that "reveals the strategies and secrets that led to Welch's stunning success, and how Jack Welch used to create the most valuable corporation, and become one of the greatest corporate leaders in history." (Slater, 2004) Jack Welch has been voted the "most respected CEO" (Slater, 2004) three separate times by Industry Week. This book gives a brief history of Jack Welch and how he became the CEO of General Electric (GE). Slater poses questions to him regarding leadership, and how Jack Welch views "Qualities of a Leader: Welch Style." (Slater, 2004) Robert Slater is not an expert in leadership, but he is an expert in telling the story and writing the philosophies of successful people. He is one of the world's foremost authorities on Jack Welch and General Electric. Slater has incredible references in his twenty-five plus years of journalism experience, including the bestselling Welch books "Jack Welch and the GE way" and "Get Better or Get Beaten." (Slater, 2004) Jack Welch is a subject expert on leadership, especially leading teams. Welch emphasizes how important communication throughout the workplace is and how it has played a role in leading the team of GE to multiple successes since taking over as CEO. Welch also gives tips on keeping GE as one of the most successful companies in the ever changing age of technology. Jack Welch has an impressive resume and Robert Slater is effective in outlining his basis for success in this book.

In his article "LINKING COMMUNICATION TO BUSINESS SUCCESS: a challenge for communicators" (Clutterbuck, 2001) published in Communication World, David Clutterbuck discusses how to be a team leader in this new age of technology. David Clutterbuck is a prolific writer on people development and on strategic business processes. He is also chairman and cofounder of the internal communication consultancy, as well as a professor at Sheffield Business School. To his credit, he has 40 book titles to his name. The article gives examples trying to prove the theory that great communication equals a successful business. Clutterbuck states, "Leaders in successful organizations were consistent in their messages and ensured that everyone involved in an initiative or change program understood what it was intended to achieve, as well as the route that would be taken." (Clutterbuck, 2001) When it comes to leading teams he stresses that "leader's behaviors need to be consistent with what they are saying, both formally and informally." (Clutterbuck, 2001) Similar to the next book by Gerald M. Czarnecki (Czarnecki, 2003), this article outlines specific obstacles on how effective communication is key to being a successful leader.

"You're in Charge... What Now?," (2003) a book by Gerald Czarnecki represents a body of knowledge and insight that reflects a major part of leadership initiatives for work leaders. Czarnecki is Chairman and Chief Executive Officer of Deltennium Group Inc. He holds a B.S. in Economics from Temple University, an M.A. in Economics from Michigan State University, a Doctor