Team of Champions or a Champion Team? Leading Teams

  • Hans Westerbeek
  • Aaron Smith

Abstract

The imperatives associated with leading sport teams have often been considered a metaphor for leading any team to success. Teams are commonplace in most organizations, precisely because the ability to leverage and mobilize the collective knowledge of employees has long been accepted as prudent management and sound leadership. The use of well-organized teams has been linked to improvements in business innovation, productivity and levels of customer service. This chapter therefore seeks to demonstrate the value and importance of effective team leadership, as illustrated by the plethora of sporting metaphors used to describe the process. It will also observe that while collective identification lies at the heart of team development, a critical fault of many team leadership approaches is their intentional or implicit advice to completely suppress individuality in favor of the collective. While the team is naturally more important than any individual, we shall point out the critical nature of the individual contribution in sport teams and the subtle but dynamic tension that exists between variables within the continuum spanning from the individual to the “groupthink” cult.

Keywords

Sugar Arsene Mold Marketing Pyramid 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. 1.
    J.R. Katzenbach (1998), Teams at the Top: Unleashing the Potential of both Teams and Individual Leaders, Harvard Business School Press, Boston.Google Scholar
  2. 2.
    E. Hoffer (1951), The True Believer, Harper Perennial, New York.Google Scholar
  3. 3.
    L. Bolman and T. Deal (1991), Reframing Organizations, Jossey-Bass, San Francisco.Google Scholar
  4. 4.
    A.V. Carron and H. Hausenblas (1998), Group Dynamics in Sport (2nd edn), Fitness Information Technology; Morgantown, WV;Google Scholar
  5. A.A. Cota, C.R. Evans, K.L. Dion, L. Kilik and R.S. Longman (1995), “The Structure of Group Cohesion”, Personality and Social Psychology Bulletin, 21: 572–80.CrossRefGoogle Scholar
  6. 5.
    P. Turman (2003), “Coaches and Cohesion: The Impact of Coaching Techniques on Team Cohesion in the Small Group Sport Setting”, Journal of Sport Behavior, 26(1): 86–104.Google Scholar
  7. 6.
    P. Kellett (1999), “Organisational Leadership: Lessons from Professional Coaches”, Sport Management Review, 2: 150–71.CrossRefGoogle Scholar
  8. 9.
    J.R. Hackman (2002), Leading Teams: Setting the Stage for Great Performances, Harvard Business School Press, Boston.Google Scholar
  9. 10.
    C. Robertson (1993), “Dysfunction in Training Organisations — Power Issues within the Training Context”, Association of Humanistic Psychology Practitioners Conference.Google Scholar
  10. 11.
    P. Jackson (1995), Sacred Hoops: Spiritual Lessons of a Hardwood Warrior, Hyperion, New YorkGoogle Scholar

Copyright information

© Hans Westerbeek and Aaron Smith 2005

Authors and Affiliations

  • Hans Westerbeek
  • Aaron Smith

There are no affiliations available

Personalised recommendations