Team leadership differs from traditional top-down leadership in the
following ways (Bradford, 1976, as adapted by Yukl, 1989):
- Responsibility for group effectiveness is not on the leader's
shoulders but is shared by the group.
- Control over the final decision is not held by the leader but is
left to the group.
- The importance of one's position and power are de-emphasized in
- The leader perceives the group not as a set of individuals but
"interacting and collective team."
- The task-oriented functions of the team are not performed only
leader but are shared by the entire group through its new roles.
- Group maintenance functions are not performed systematically but
emphasized and shared by the group as a whole.
- Socioemotional processes and interactions, while mostly ignored
leaders in top-down settings, are observed closely by team leaders.
- Expressions of members' needs and feelings are not discouraged
encouraged by team leaders and are dealt with openly in meetings.
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