Suchergebnisse

About the author -- Introduction -- What is special about global teams -- Leading the team -- The global leadership challenge : new skills, new mindset -- Teams without borders -- Trust : the glue that binds the team -- Communications : less noise, more understanding -- Creating the firm-wide context for success -- Goals : clear goals or shared goals? -- Systems and processes : the building blocks of success -- People and skills : global talent, global mindset -- Culture : building cultural intelligence -- Structure: co-ordination and conflict -- Rising to the global challenge : lead, trust and support -- Conclusions -- Acknowledgements -- Glossary -- Index

Ralf Friedrich developed an academically validated and process-oriented maturity model with emphasis on special needs of virtual teams. He provides criteria and indicators of performance for virtual teams and combines different approaches of maturity models into an overall framework to measure and develop virtual team performance. This book describes the development and validation of the Virtual Team Maturity Model (VTMM®) consisting of 11 processes for virtual team collaboration, defined by inputs, methods, outputs and Key Performance Indicators (KPIs) assigned to four maturity levels. The model supports an algorithm for calculating the maturity level of the team based on a set of questionnaires.

"Leading a fast-growing team is a uniquely challenging experience. Startups with a hot product often double or triple in size quickly a recipe for chaos if company leaders aren't prepared for the pitfalls of hyper-growth. If you're leading a startup or a new team between 10 and 150 people, this guide provides a practical approach to managing your way through these challenges. Each section covers essential strategies and tactics for managing growth, starting with a single team and exploring typical scaling points as the team grows in size and complexity. The book also provides many examples and lessons learned, based on the authors' experience and interviews with industry leaders"--Back cover

This volume addresses the need to focus on temporal adaptations of teams. Modern organizations have been relying on teams more often to cope with the changing economic and technological climate. An increase in the use of teams has led to more team research throughout the fields of cognitive science, human factors, organizational psychology, assessment, and behavioral science. How teams grow and change is important for their performance and their members' satisfaction with their work; therefore, the attention that this book lends to teams' temporal factors is much deserved. Editors Eduardo Salas, Lauren B. Landon and William B. Vessey have gathered some of the best and brightest team researchers to contribute to this book. The various chapters offer readers background information, temporal measurement tools, and implications for research and practice. The book covers such interesting perspectives as team leadership, trust, cultural implications, and temporal implications in long-duration, extreme situations, including space exploration. This book serves as a resource to researchers who study teams, managers who lead teams, and those who work in teams.

The dramatically changing landscape of teams -- 3-D team leadership -- The first dimension : the "I's" in teams -- The second dimension : the team as a whole -- The third dimension: subteams -- Knowing when to focus on what in your team -- 3-D team leadership across cultures -- 3-D team leadership in virtual teams -- What it takes to be a 3-D team leader -- Assessing your 3-D team leadership skills

Machine generated contents note: Part I: Introduction -- Chapter 1: Team Creativity and Innovation: Importance and Directions -- Roni Reiter-Palmon and Mackenzie Harms -- Chapter 2: Overview of Team Creativity and Innovation -- Paul B. Paulus and Jared B. Kenworthy -- Part II: Team Processes -- Chapter 3: Team Diversity and Team Creativity: A Categorization-Elaboration Perspective -- Daan van Knippenberg and Inga J. Hoever -- Chapter 4: Team Creativity: Cognitive Processes Underlying Problem-Solving -- Mackenzie Harms, Victoria Kennel, and Roni Reiter-Palmon -- Chapter 5: Social Processes and Team Creativity: Locating Collective Creativity in Team Interactions -- Sarah Harvey and Chia-yu Kou -- Part III: Organizational Factors and Levels -- Chapter 6: Leader Impacts on Creative Teams: Direction, Engagement, and Sales -- Michael D. Mumford, Tyler Mulhearn, Logan L. Watts, Logan M. Steele, and Tristan McIntosh -- Chapter 7: 20 Years Later: Organizational Context for Team Creativity -- Christina E. Shalley, Robert C. Lichtfield, and Lucy L. Gilson -- Chapter 8: A Multi-level Model of Collaboration and Creativity -- Michael Beyerlein, Crystal Han, and Ambika Prasad -- Chapter 9: Creativity and Innovation in Multiteam Systems -- Stephen J. Zaccaro, Laura S. Fletcher, and Leslie A. DeChurch -- Part IV: Applications -- Chapter 10: Selection and Team Creativity: Meeting Unique Challenges Through Diversity and Flexibility -- Samuel T. Hunter, Brett H. Neely, and Melissa B. Gutworth -- Chapter 11: Training Creativity in Teams -- Shannon L. Marlow, Christina N. Lacerenza, Amanda L. Woods, and Eduardo Salas -- Chapter 12: Team Innovation in Healthcare -- Victoria Kennel, Katherine Jones, and Roni Reiter-Palmon -- Chapter 13: Destruction through Collaboration: How Terrorists Work Together Toward Malevolent Innovation -- Gina Scott Ligon, Douglas C. Derrick, and Mackenzie Harms

This volume addresses the need to focus on temporal adaptations of teams. Modern organizations have been relying on teams more often to cope with the changing economic and technological climate. An increase in the use of teams has led to more team research throughout the fields of cognitive science, human factors, organizational psychology, assessment, and behavioral science. How teams grow and change is important for their performance and their members' satisfaction with their work; therefore, the attention that this book lends to teams' temporal factors is much deserved. Editors Eduardo Salas, Lauren B. Landon and William B. Vessey have gathered some of the best and brightest team researchers to contribute to this book. The various chapters offer readers background information, temporal measurement tools, and implications for research and practice. The book covers such interesting perspectives as team leadership, trust, cultural implications, and temporal implications in long-duration, extreme situations, including space exploration. This book serves as a resource to researchers who study teams, managers who lead teams, and those who work in teams.

Obwohl in der gleichen Reihe bereits Bände zu Mitarbeiterführung erschienen sind, hat es der Verlag für sinnvoll gehalten, die Anforderungen und Probleme der Führung in virtuell, aber auch räumlich verteilten Teams, deren Mitglieder nicht in unmittelbarer Nähe zueinander arbeiten, in einem separaten Band thematisieren zu lassen; deutlich wird: Führen über Distanzen, in international operierenden Unternehmen oder Projekten, und gestützt auf moderne Kommunikationsmittel, ist in der Tat etwas Anderes, als Führung im direkten Kontakt. Wie immer in dieser Reihe auf durchaus hohem Anspruchsniveau, gleichzeitig aber verständlich geschrieben, durch überwiegend aktuelle Forschungsergebnisse belegt, sehr logisch strukturiert. (2-3)

Introduction to the second edition -- Introduction: highly-effective teams : the latest research and development -- What are leadership team coaching and systemic team coaching? -- Learning from case studies and an overview of published case studies -- Coaching the commissioning and clarifying : a case study of a professional services leadership team -- Coaching the co-creating within the team : two case studies from canada -- Coaching the connecting between a new ceo, her leadership team and the wider middle management in a UK national health service organization -- Coaching the team working with its core learning -- Team coaching as part of organizational transformation : a case study of finnair -- Team coaching for organizational learning and innovation: a case study of an australian pharmaceutical subsidiary -- Inter-team coaching : from team coaching to organizational transformation at yeovil hospital foundation trust -- Devloping an effective "team of teams" approach in comair limited -- Empowering the next generation of team leaders in fast-moving startups -- Evaluation and assessment of teams and team coaching -- Coaching the board: how coaching boards is different from coaching executive teams, with case examples from the private, public and voluntary sectors -- Embodied approaches to team coaching -- Developing the personal core capacities for systemic team coaching -- Training systemic team coaches