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People are less apt to blame a leader, more apt to take responsibility for the team when something goes wrong (Hackman 2004). Unlike the cutthroat competition of some corporate organization, larger ideals hold employees at a college together than mere self-aggrandizement. Academics and administrators must discuss how best to use scarce resources and address the complex socioeconomic issues that affect students today. This requires employees to share many different experiences and perspectives with one another. Time rather than swiftness is important when arriving at decisions that will last for a long period of time within an educational organization.
Threats
Control over the final decision is not held by a leader but is left to the group, reducing accountability and rewards and thus depriving the organization's leader of carrot-and-stick motivators like individual performance reviews ("Team leadership," 2008, NCREL).
Personal conflicts can stymie team performance, and ineffective meetings can act as time drains upon the organization (Clark 2005).
The need to manage relations with outsiders can be forgotten, because of the need to manage the team (Clark 2005)
Socio-emotional" factors (and distractions) have more relevance on the team and this can also spill over into the larger organization, even after the team is disbanded ("Team leadership," 2008, NCREL).
More work may be spent on learning how to work on teams than to accomplish the organization's overall goal.
Relevance
Team leadership is ideal for generating long-term solutions to multifactoral problems. Generating swift, efficient decisions that need to be taken immediately is difficult, even with a focused group lead by a more conventional leader. Team leadership's need for consensus adds to this difficulty. Also, diversity can hamper group decision-making. There must be some commitment to an ideal that rallies the group together, especially as final credit is shared by the group.
Works Cited
Armstrong, Ron. (2005). "Self-managed teams." Leader Values. Retrieved 8 Aug 2008 at http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Clark, Donald. (2005). "Building a team." Big Dog, Little Dog. Retrieved 8 Aug 2008 at http://www.nwlink.com/~donclark/leader/leadtem.html
Leadership teams." (2008). National School Board Association. Retrieved 8 Aug 2008 at http://www.nsba.org/sbot/toolkit/LeadTeams.html
Hackman, Richard J. (2004, Jun). "What makes for a great team?" Psychological Science
Agenda. APA. 18 (6). Retrieved 8 Aug 2008 at http://www.apa.org/science/psa/sb-hackman.html
Team leadership." (2008). North Central Regional Educational Laboratory (NCREL). Retrieved Aug 2008. http://www.ncrel.org/sdrs/areas/issues/educatrs/leadrshp/le2diffs.htm
Works Cited
Armstrong, Ron. (2005). "Self-managed teams." Leader Values. Retrieved 8 Aug 2008 at http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Clark, Donald. (2005). "Building a team." Big Dog, Little Dog. Retrieved 8 Aug 2008 at http://www.nwlink.com/~donclark/leader/leadtem.html
Leadership teams." (2008). National School Board Association. Retrieved 8 Aug 2008 at http://www.nsba.org/sbot/toolkit/LeadTeams.html
Hackman, Richard J. (2004, Jun). "What makes for a great team?" Psychological Science
Agenda. APA. 18 (6). Retrieved 8 Aug 2008 at http://www.apa.org/science/psa/sb-hackman.html
Team leadership." (2008). North Central Regional Educational Laboratory (NCREL). Retrieved Aug 2008. http://www.ncrel.org/sdrs/areas/issues/educatrs/leadrshp/le2diffs.htm
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