Teams At the Top
“Teams At the Top” by Jon R. Katzenbach, published by Harvard Business Review Press on January 15, 1998, is a comprehensive exploration of team dynamics within leadership groups in organizations. This 256-page book delves into the reasons why team performance often lags at the highest levels, revealing that top leaders frequently avoid true teaming, resulting in progress occurring behind closed doors rather than in open meetings. Katzenbach identifies the unique dynamics that characterize leadership groups and emphasizes the importance of distinguishing between team and non-team opportunities to enhance organizational effectiveness.
Readers will find insights into the complexities of management and leadership as Katzenbach discusses the necessity of adapting leadership roles and team compositions to achieve desired outcomes. The book presents a framework for understanding how high-performing organizations can leverage both team and non-team approaches to maximize their leadership potential. By addressing the common pitfalls of leadership dynamics, “Teams At the Top” offers a thoughtful examination of how to cultivate effective collaboration among top leaders, making it a valuable resource for those interested in workplace teams and management strategies.
Official synopsis Publisher
Why is it that we often see less team performance at the top of organizations than we see elsewhere? Despite the label “teams,” top leaders tend to avoid teaming and the real progress is made behind closed doors, not at the team meetings. After writing The Wisdom of Teams, Katzenbach discovered there are special dynamics that characterize leadership groups at the top. Many times so-called teams are really working groups with a single leader–and often, these non-team groups at the top work pretty well. He explains that the solution doesn’t lie in mandating teams or in changing top leaders’ styles, or even in designing a better top team structure; rather, the key is in clearly differentiating between team and non-team opportunities and developing the capability to shift into different leadership modes, different leadership roles, and appropriate team membership composition depending upon the desired results. High-performing organizations require a balanced leadership effort that fully exploits non-team as well as team approaches.
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