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This book provides the first truly comprehensive treatment of three topics that have traditionally been treated separately: teamwork, leadership, and communication. Teamwork has become central to the operation of the modern organization. People from diverse backgrounds culturally, professionally, and demographically must work together to develop the well-rounded decision making needed for organizations to survive in our modern economy. Leadership, and relatedly management, have more traditionally been the focus of organizational operations.
While it is easy to rule by dicta, it is much more difficult to establish a framework in which true teamwork is possible. Teamwork is a very fragile thing. The minute managers start becoming too directive a slippery slope is started in which one's followers, perhaps better cast as team members, constantly look to them for direction and approval rather than acting on their own best instincts. Communication plays a central role in resolving these tensions. Messaging is central to traditional management functions, while providing a communication network structure that enables action is a more subtle, but longer lasting function of leaders. All three processes, teaming, leading, and communicating, must act in concert for the many benefits of teamwork to be realized.
List of contents
List of Figures - List of Tables - List of Boxes - Preface - Acknowledgments - Introduction and Overview - Classifying Teams - Classical Approaches to Leadership: Managing - Communicating - Contexts/Initial Conditions - Structuring - Deciding - Transitional Approaches to Leadership: Relating - Producing - Contemporary Approaches to Leadership: Serving - Summing Up - Index.
About the author
J. David Johnson (Ph.D., Michigan State University) is a professor in the Department of Communication at the University of Kentucky. He has been recognized as among the most prolific authors of refereed journal articles in the communication discipline. He has written eight books.
