
The Science of High-Performing Teams
Actionable Insights for Leaders
Emerald Publishing Limited
Will be published approx. on 16. September 2026
Book
Hardback
250 pages
978-1-83742-226-5 (ISBN)
Description
The Science of High-Performing Teams describes how leaders need to "be" to manage teams, what they need to understand about human behavior to create teams from groups of individuals, and how to think about some of the basic - and more advanced - types of leader behaviors and group dynamics that often result in successful teamwork. The book will help readers assess their surroundings and their team's environment to make good decisions in the moment. Everything in this book is grounded in decades of rigorous research on team success, drawing on insights from countless scholars across generations.
While "leadership" is all around us, most people in positions of authority or influence have little formal training or education in how to use that authority and influence to manage the teams for which they are responsible. The Science of High-Performing Teams explains and exemplifies the current state of research on team dynamics and leadership. It serves as a tool and training resource for aspiring leaders; new managers in professional settings; organizational consultants focusing on interpersonal dynamics; students enrolled in courses focused on those topics; and the secondary and post-secondary faculty who oversee those courses.
While "leadership" is all around us, most people in positions of authority or influence have little formal training or education in how to use that authority and influence to manage the teams for which they are responsible. The Science of High-Performing Teams explains and exemplifies the current state of research on team dynamics and leadership. It serves as a tool and training resource for aspiring leaders; new managers in professional settings; organizational consultants focusing on interpersonal dynamics; students enrolled in courses focused on those topics; and the secondary and post-secondary faculty who oversee those courses.
More details
Series
Language
English
Place of publication
Bingley
United Kingdom
Target group
Professional and scholarly
Product notice
sewn/stitched
Cloth over boards
Dimensions
Height: 234 mm
Width: 156 mm
Thickness: 15 mm
ISBN-13
978-1-83742-226-5 (9781837422265)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
David M. Rosch currently serves as an associate professor in the agricultural leadership, education, and communications program at the University of Illinois Urbana-Champaign, USA.
Lindsay J. Hastings serves as the Clifton Professor in Mentoring Research and Research Director for NHRI Leadership Mentoring at the University of Nebraska-Lincoln, USA.
Jennifer A. Smist is a teaching assistant professor at the University of Illinois Urbana-Champaign, USA.
Lindsay J. Hastings serves as the Clifton Professor in Mentoring Research and Research Director for NHRI Leadership Mentoring at the University of Nebraska-Lincoln, USA.
Jennifer A. Smist is a teaching assistant professor at the University of Illinois Urbana-Champaign, USA.
Author
University of Illinois Urbana-Champaign, USA.
University of Nebraska-Lincoln, USA
University of Illinois Urbana-Champaign, USA
Content
Chapter 1. An Introduction to Leading and Managing Teams
Chapter 2. The "Invisible Work" of Team Leaders
Chapter 3. Fundamental Dynamics for Team Success
Chapter 4. A Team Leader's Two Primary Jobs
Chapter 5. Getting Work Done in Teams
Chapter 6. Forming, Then Building, a Team
Chapter 7. Leading Virtual and Hybrid Teams
Chapter 8. Developing Cultural Competence in Teams
Chapter 9. Leading Teams that Last
Chapter 10. Developing Collective Leadership Capacity
Chapter 11. A Final Word
Chapter 2. The "Invisible Work" of Team Leaders
Chapter 3. Fundamental Dynamics for Team Success
Chapter 4. A Team Leader's Two Primary Jobs
Chapter 5. Getting Work Done in Teams
Chapter 6. Forming, Then Building, a Team
Chapter 7. Leading Virtual and Hybrid Teams
Chapter 8. Developing Cultural Competence in Teams
Chapter 9. Leading Teams that Last
Chapter 10. Developing Collective Leadership Capacity
Chapter 11. A Final Word