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Team Leadership

Team leadership differs from traditional top-down leadership in the following ways (Bradford, 1976, as adapted by Yukl, 1989):

1. Responsibility for group effectiveness is not on the leader's shoulders but is shared by the group.

2. Control over the final decision is not held by the leader but is best left to the group.

3. The importance of one's position and power are de-emphasized in team leadership.

4. The leader perceives the group not as a set of individuals but as an "interacting and collective team."

5. The task-oriented functions of the team are not performed only by the leader but are shared by the entire group through its new roles.

6. Group maintenance functions are not performed systematically but are emphasized and shared by the group as a whole.

7. Socioemotional processes and interactions, while mostly ignored by leaders in top-down settings, are observed closely by team leaders.

8. Expressions of members' needs and feelings are not discouraged but are encouraged by team leaders and are dealt with openly in meetings.