In the book “Leading Teams” the author, Professor J Richard Hackman of Harvard University, describes five conditions for effective teams.   Here is a view on the model which I have introduced here at; Five Conditions and Three Outcomes for Teams.

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But what about the personal attributes of the leader?  Can anyone create the five conditions?  According to Prof JRH they can.  However he does not imply that leadership can be taken lightly.  Leadership is a responsible stance.  Leaders have much to consider.  He introduces this topic through the following reflection:

 

“How do great leaders create conditions that promote team effectiveness?”

and the answer:

“Any way they can.”

He then goes on to use this little dialogue to share some of his insights into leadership which include:

Great leaders …

When the soccer team doesn’t come together – fire the coach…

  • We idealise or vilify leaders based on perceptions of success or failure, which may in fact be wrong.
  • Leader style is as much shaped by team behaviour as the other way around.
  • Leadership is a shared activity.
  • Anyone who clarifies direction, improves team structures or secures organisational support for an initiative is leading.

… create conditions

…that improve team effectiveness

Just as fire needs fuel, heat and oxygen – so sustainable effectiveness is measured in all three dimensions:

  • Generating products, services or decisions fully acceptable to those who receive or use them.
  • Becoming more capable as a team over time.
  • Members find in the work of the team more learning and fulfilment than frustration and disillusionment.

… any way

  • there is no one right way.  Leaders are more successful when they use their own style, adapting leadership theories in their own creative way.

… they can

Aspiring Great Leaders should:

  • Know some things, either implicitly or (if they are like most of us) through learning.
  • Know how to do some things (applying leadership knowledge, diagnostic skills and execution skill)
  • Have emotional maturity (to hold back from spoon-feeding teams).
  • Have a good measure of personal courage (as they push the team out of its comfort zone to deliver)

I like the idea that anyone can step up to put in place one or more of the conditions which, over time, will increase the likelihood of team effectiveness.  I like the idea that ordinary people can become Great Leaders.