ABSTRACT
This paper addresses the importance of teams in an organization. The paper discusses the relevant role of
team responsibility, team discipline, team achievement and pride, team success, team socialization process, team
social stratification, team activity, team culture, team mentoring, team effectiveness, team efficiency, and team
leadership. The paper concludes that team leader interpersonal skill is critical for any team success in an
organization.
Keywords: Teamwork, Team Socialization Process, Team Social Stratification, Team Culture, Team Leader
Interpersonal Skill, Team Leadership and Team Effectiveness and Efficiency.
INTRODUCTION
In today’s organization that wants to succeed, it has to realize that teamwork is very important because it is
the way the employees value and respect each other. Teamwork enables employees of all skills and ages to have an
important role to play in organization, and it is an important aspect of maintaining the self-sustainability of
organizational performance. From a very early stage, members take on responsibility for performing certain tasks.
Organizations that socialize employees to grow up within a system of teamwork, employees quickly learn how to
work with other employees in a positive way. The result is that they will soon begin to value their own potential as
individuals and as a member of a team. New employees soon learn that they can join their efforts with those of
others to create something to benefit the whole organization rather than individual interest. This requires us to
answer the following question: What is a team? A team is a contingent of two or more people who interact and
positively influence each other and coordinate their work to accomplish a meaningful shared goal or purpose for the
success of organization. The next question to ask and answer is: What does TEAM mean? It means Together Each
Achieve More. This is why being in a team helps individuals to pave the way to a positive future in their lives that
will bring them self-respect and dignity. There are three primary reasons why teams present a dilemma for people.
The first reason is that when people become part of a team, they have to rely on the success of the team, which
makes them dependent on how well other people perform and act. Some people are comfortable with the idea of
making sacrifices; teamwork demands that we make sacrifices for the success of the group. Secondly, teams are
sometimes made up of people who have different work ethics. Some individuals do their assignments early, on time
or a slow starter who finishes at the last minute (Daft, 2008).
Team Responsibility
Team members take new members around and show them their responsibilities to the organization such as
the things that organization expects because the employee values “we” more than “I.” Teams foster a time when
individuals challenge themselves and re-evaluate their skills. Team members have to learn how to work with other
members and to understand that one is different, unique and that one has knowledge and energy that can be
channeled in a positive way. People in a team share a goal (Daft, 2008). As a member of the team, one can
contribute to the organization and can apply what is learned here to another organization. There is no end to the
team, as employees participate in them until they move to another company. Teams should be part of an
organization that builds upon itself. They create an organization that wants to move forward, that wants to create a
positive culture, and that eradicates strangeness among employees. In an organization where teams are a right, there
all employees will find freedom.
Discipline in a Team Oriented Organization
Discipline in a team oriented organization is a responsibility that belongs to the whole employees, not just
to the top managers. All employees have the right to be self disciplined. Most importantly, it is the responsibility of
the senior employees, in the organization, to teach new employees to have a clean heart for the organization to
succeed and become profitable. Then they will say one day, “We are proud of our senior employees; we respect our
seniors because they were there for us.” This is the kind of discipline that needs to exist in a team oriented
organization that all employees must enjoy and take pride. One must ask where has discipline with caring and
understanding gone in organization? Thus, teamwork must teach was all employees that to be hard-working is to
T O
D . Mi B B -Gomez, Pro , W G. R C B , Row Universit , NJ
show pride in one’s organization. To apply one is a way to say thanks for the ability to do what one can do to make
this organization the best company to work. To be hard-working brings happiness and joy because it benefits all
concerned. One must be proud of oneself in a team oriented organization.
Team Members Socialization Process
Teams are very important to the socialization of employees, particularly the new ones. Teams connect
employees in a strong, healthy social network within an organization. It is a way to tap into each individual’s
positive energy and skills to utilize it to benefit the entire organization. Teams transform individual self-interest into
a valuable resource that can then be used to build and maintain the vibrant organization. Teams foster an
appreciation of each individual’s talents and the contribution they can make to their organization. Teams promote
the philosophy that everyone’s role is important and equally necessary, if the organization is to be successful and
self-sustainable. Additionally, to understand outcomes at the individual and team levels, it is necessary to take into
account not only team process but also some critical individual differences that provide team members a lens for
interpreting other team members’ behaviors (Rockmann et al., 2010).Teams must help members in any organization
realize how they can contribute to their organization. In a team all employees are socialized to become hard workers
in their organization. When they mature, these employees will believe hard work brings success and joy, in the
future. This hard work will pay off if the organization based their promotion policy on performance.
Team Achievement and Team Pride
When a team’s works hard and achieves something great, they will have a sense of pride for their team and
be motivated to do it again, because they know their role will be considered important and essential by top managers
as well as all employees in the organization. Teamwork, whatever the context, requires collaboration (Peters et al.,
2007). The role the teams will play in an organization will be viewed as valuable and vital to the organizational
success. To be a bum and depend upon others to complete organizational task is contrary to team spirit, teamwork,
and team synergy and team socialization in an organization. The guidance one is given by one’s team and the
important role one is given to play makes one grow into a whole human being who is proud of what one can
contribute at every stage of one’s life.
Team Success
To help a team succeed when they face a difficult task, the highly experienced members in an organization
must kicking in and serve as team mentors. Each team in an organization should have a mentor who is not necessary
a manger but someone who is skillful in teamwork to mentor the team. This is how the traditional organizational
teamwork social structure should work. This is how teamwork interconnects all individuals in an organization, from
new employees to older employees in the organization.
Team Social Stratification
This type of social stratification teaches one, at an early stage, that each individual’s role is essential. From
the first day they are employed, all employees must take on their responsibilities and learn how the failure to
perform certain tasks will negatively affect the whole organization. No team member or employees should want to
see this happen. Failure to perform one’s tasks not only negatively affects one’s team, but also the goal of the
organization. Employees will soon believe that those who are socialized by good organizational culture, whose
managers and leaders set a good example, whose behavior one can emulate, who are proactive leaders in their
organization, will contribute in a positive way and be able to work successfully with others.
Team Activity
Participating in a team activity will help members to feel a sense of responsibility to their organization. The
concept behind the team is that members are able to act strategically upon what they believe to solve their own
team’s challenges as well as organizational problems and challenges. Teams help employees to appreciate who they
are, the environment in which they work and members unique culture, and the norms and values of the organization.
Teams serve as an essential commitment to organizational mechanism that successfully accomplishes the most
important task of all organization stake-holder. They are a strong foundation upon which civilizations are built.
When new employees are not socialized by the use of teams, they become socially isolated individuals and will not
feel or have a sense of connectedness with their organization. Not only is this sad and unfortunate, it is also
devastating for the entire organization because of the resultant costs for treatment and addressing high employee
turnover will not be cost effective. One might ask, “What kind of self-esteem and dignity is possible for employees
who have no mentors to socialize them in good organizational culture?” All organizations have a responsibility to
work with employees to see that teams are supported and maintained in their organization for maximum
performance. If they continue to neglect this important responsibility, they will be responsible for encouraging poor
performance and high employee turnover in their organization. If teams disappear, employees will no longer have an
important and meaningful role to play in their organization but instead work just to get a paycheck. They will turn
their inexhaustible energy to a negative struggle in which the most individualistic among them survives and
prospers. As they become senior employees, they will turn away from the challenge of finding positive answers for
the difficult economic questions that face all organizations today. Each individual, as an employee, is responsible for
having, in their lives and careers, a clear destination that positively contributes to the support of teams.
Team Culture
Teams teach one to respect, love, and believe in oneself. They help employees to believe in the value of
their organizational culture. Teams help employees to collaborate with all members of their organization because
their team provides them with a specified role to play in relation to others in their organization. Teams assist
employees to deal realistically with their weaknesses and teach them how to develop their strengths. Teams help
build employee self esteem. Teams contribute to the self-sustainability and the success of their organization by
providing opportunities for employees to challenge themselves to face and overcome difficulties in their
organization. An organization’s level of self-sustainability depends on the ability of its employees to be innovative
and creative in solving organizational problems. In a team, employees learn how to deal appropriately with issues
and to solve problems creatively. Above all, one learns to accept failure as a way to learn how to improve oneself.
Teams should teach all members to not expect that life would always be positive all the time and help them realize
that failure is an opportunity for growth and development. It also prepares members to both welcome and deal with
negative aspects of one-self, others, and learn ways to work effectively in the organization. Every employee needs to
have a specified positive role to play in the development of a successful organization. The socialization that is
provided by teams nurtures a view of the world in which the emphasis is on we rather than on I. Each senior team is
responsible in assisting the next newly formed team to implement their particular team projects and to hold joint
celebrations of achievement and holidays. When team members are given opportunities to contribute to their
organization through participation in team activities, they no longer rely on top managers’ assistance and instead
rely on their productive contribution and performance.
Team Mentoring
The mentoring of teams unifies organization by creating an atmosphere in which everyone cares for one
another. In this way, the mentorship process of teams flushes out individuals’ visions of how they can personally
benefit their organization. This form of team mentoring empowers each member a valuable and vibrant employees
who can contribute to the organizational success.
Unifying an Organization
When an organization is unified by the influence of teams, it actively works to create a safe and clean place
to work. Every member of the organization will be actively and positively involved with its success. The task of
socialization is accomplished because senior employees and new ones are proud to pass on what they know. An
organization that is unified by utilizing teams empowers its employees to become innovative and creative in finding
solutions to succeed in the 21st century.
Team Effectiveness
When it comes to having an effective team process there are certain key factors to consider. Every team
consists of people coming together from different backgrounds; as a result it is imperative that the process of the
team is an effective one. Considerations for an effective team process are: a climate of trust and openness, open and
honest communication, a sense of belonging, diversity is valued as an asset, creativity and risk-taking are
encouraged, ability to self-correct, members who are interdependent, consensus decision-making and participative
leadership. Once a team is created it becomes your new family, yet in a more structured way because everyone has a
responsibility as a member to finish a common objective. Having a climate where there is trust and openness gives
everyone included in the team the opportunity to work freely, without being hesitant about members doing things
secretly that could cause fear, lack of trust and confusion. Communication is key in any relationship, if that is
hindered in a team then the rest is history because the teams' effectiveness has been set up for failure.
Furthermore, in the world knowingly or unknowingly wants to belong. Belong in a family, church, team,
club and so forth. It is very important that each member of a group know that they are part of a team process, they
are empowered, they are appreciated and valued. Another suggestion for having an effective team process is
diversity in background. Diversified teams would most likely have a well rounded approach in fixing and dealing
with problems that may arise. Diversity should be something that teams appreciate as an asset to a team because
everyone with their own experience brings about numerous ideas to tackle. It seems that in a team where risk-taking
and creativity is encouraged people flourish and fear is limited because it is okay to be an individual within a team.
Sometimes it is necessary for one to separate from themselves and look on from the outside in to gain a
better perspective of what is going on in their surroundings. Knowing your flaws is always helpful. This allows you
the opportunity to work on expanding your ability to self-evaluate even more. This helps a team process because you
can work on things that are more beneficial to the teams' goal as opposed to things that you are not good at and
slows everyone down. Now the part of being independent within a team comes up. As much as teams are
encouraged it is very important that people do not lose their identity within a group because everyone starts singing
the same tune. This type of team does not prosper since everyone says yes to the same things and everyone says no
to the same ideas. Sometimes controversy is beneficial within a group because it creates an environment of
independent thinking. Teams are put together for the most part to accomplish certain things within a time frame and
in order for this to occur there must be an environment of harmony when making decisions. Every judgment affects
all members of a group and team; so making a decision that excludes certain members’ opinions could be
detrimental. The most important of all is having a leader who does not separate him or herself from the group but
participates and influence people to be great followers by empowering them every chance he or she gets.
Table 1.1 shows there are five common dysfunctions of teams and the effective team characteristics:
D
E T C
Lack of trust
Trust
Fear of conflict
Healthy conflict
Lack of commitment
Commitment
Avoidance of accountability
Accountability
Inattention to results
Results orientation
In order for teams to function smoothly, leaders who take specific actions to help individuals come together
as a team build them. Teams do not develop overnight and therefore it takes time and patience (Team Development
101, 2009). Understanding that everyone has different personalities and different ways of doing things provides
team leaders to have an open mind to the suggestions and input of others within the team. With that being said,
there are stages of team development that are easily identifiable and are currently used in the workplace today,
shown in Figure 1.1 (Why is team development so important, 2009):
Figure 1.1
Leaders must be effective, confident, open-minded and communicative, which will bring about successful
teams, in Table 1.2, provides the roles of two types of leaderships:
Table 1.2
Task-Specialist Role
Socioemotional Role
Initiate ideas
Encourage others
Give opinions
Reconcile differences
Seek information
Provide friendship and support
Pull ideas together
Go along with the team
Stimulate action
Maintain harmony
It is important to note that the role the team leader adopts will determine the results to be achieved in a
team oriented organization because he or she is the architecture.
Norming
Establishment of
order and cohesion
Leader: Help
clarify team roles,
norms, values
Storming
conflict,
disagreement
Leader: Encourage
participation,
surface differences
Forming
orientation, break
the ice
Leader: Facilitate
social interchanges
Performing
Cooperation,
problem solving
Leader: Facilitate
task
accomplishment
Team Efficiency
Things must line up properly to have an efficient team, setting an agenda always helps. There are a few
other things that can be done to have an efficient team process like: creating a common concept, setting
objectives, creating a plan, explaining functions and responsibilities, prioritizing, focusing, suggest meetings as well
as phone meetings and management of time. This all makes a great and efficient team process to work within.
Once these are in order then the process would flow smoothly for the most part. Creating a common
concept would organize everyone to start thinking in the mindset of a team and with a goal that is valuable to anyone
involved. In order for things to get done setting objectives is a crucial part of making things happen within a group,
because it gives people an idea of the plan. Planning in any organization is necessary, like they say "if you fail to
plan you plan to fail." Planning gives us the ability to set things in place and keep us on track. If every member of a
group or team in an organization knows their role and responsibilities then it is hopeful that there would be no time
wasted on things that are insignificant. Prioritizing is something everyone must include as part of their method to
accomplish a goal because doing so allows one to have control over the outcome of any situation and that would
lead to the focus of the group or team. Whenever there are times a member of a team thinks that communication is
lacking there must be an avenue for having a forum where every team member can participate and get things back in
order to efficiently use time. Managing time is not always an easy task because other things come first and
sometimes things have to be done instantaneously so one has to constantly remind themselves of what is going on
around them. Team members feel that other aspects contribute to the success of a team such as individuals’ skills
and experience, and capability to work together as a team. Getting a group of people to work successfully and
efficiently as a team requires communicating effectively, establishing trust, sharing the load, and completing tasks
on time. This is difficult even when the team members are all in the same location. When team members are spread
out in various locations, it presents new obstacles for the team leader (Kossler et al., 2003). For effective
management of the team, it is required to have a virtual team charter that clearly defines the mission, objectives, and
roles of each member. A universal communication etiquette defining the use of technology should be established
(Combs et al., 2007). The phenomenon of globalization has resulted in supra- national organizations operating in
multiple cultural contexts, and their educational and training programs should reflect this (Ahanchian, 2009). For
global teams, diversity is always of concern.
Team Leadership
In the face of challenging and complex projects leaders, managers, and team leaders have to deal with a
wide range of people - including sponsors, team members, clients, suppliers and internal department heads – all of
whom often have conflicting goals and competing priorities. Leadership is not optional. Because of the complexity
of the task, distribution of teams, communication through IT, and inherently mixed-motive goal structure, leadership
is required to direct and regulate collective effort (DeChurch et al., 2010). They may also be located in different
countries and speak different languages. Leaders must display interpersonal skills necessary to work in a culturally
sensitive way with a variety of people and personalities.
Clearly, interpersonal skills are important to that of a leader in an organization and team. Is it a
combination of all interpersonal skills that makes a leader effective? Are some more important than others?
A positive attitude is essential for boosting morale and good interaction with others is required to operate
effectively and efficiently.
Ironically, two of the quality skills, “ability to self-evaluate” and “patient,” were two skills one may
perceive to be the most important to an effective team leader in an organization but Hollandsworth cited, “the most
effective basic interpersonal communication skills focused on initiating conversations, listening effectively, and
relationship management” (Hollandsworth, 2004). Ellis found the “ability to self-evaluate” to be necessary to the
development of communication competencies both which helps leaders to gain insight into their life so they may
improve upon their leadership success. Self-evaluations based on factors that determine interpersonal
communication strengths and weaknesses assist leaders in improving their own level of performance. Continued
self-evaluations help to add quality and value to a leader’s business life and also to their personal life. Self-
evaluation is essential for leaders to determine whether or not they are truly connecting with the people whom they
lead (Ellis, 2002). In addition, patience allows the leader to remain calm which translates well with team members
who may be having a hard time understanding something. This gives team members a sense of understanding so
they do not feel alienated.
Furthermore, listening is one of the top interpersonal communication skills that a team leader can master.
Having a positive attitude about the listening process helps a team leader in understanding that it is an active action
and requires work to master (Dance & Zak-Dance, 1996). Reserving judgment is a critical aspect for active listening
if all ideas are to be given adequate consideration notes Parker (1996) who feels that “the principal listening skill is
the ability to sit back, be attentive, and take in what is said while reserving judgment.”Active listening includes
verbal acknowledgement and paraphrasing or, what Parker calls “reflecting,” and “what I hear you saying is…” (p.
39). The purpose of reflecting is to gain clarity of the message intended by the other person, and to let that individual
know you care about what he/she is communicating (Parker, 1996). Good team leaders acknowledge the thoughts
and ideas of team members as a way to enhance communication.
Stemming from good listening skills comes the ability to understand others’ situations or in other words, to
be able to empathize with them. “Empathy is a form of validating the thoughts and feelings of others in a way that
builds trust and honesty in the relationship” (Spangle and Moorhead, 1998). This active form of listening requires
leaders to be open and ready to learn. To develop this skill, Spangle and Moorhead suggest that a team leader “focus
their attention on the words of others, communicate that he or she is genuinely interested in what another person has
to say, and remain open to what is said, even if he or she disagrees with the message (Spangle & Moorhead, 1998).
Furthermore, understanding others’ situations allows team leaders to interact with people from other backgrounds,
and to become more aware of their own culture. Shockley-Zalabak notes, “We have to separate our preconceptions,
beliefs, and attitudes from actual behaviors, and continually open our awareness to new information and new ways
of understanding others” (Shockley-Zalabak, 2002).
Similar to “understanding of others’ situations” is “appreciating others’ experiences”. This is important
because as a team leader you are going to work with employees of all ages, races, backgrounds, and education
levels. For example, appreciating an older employee in the workplace or team setting for their experience and at the
same time appreciating a younger employee’s new ideas, helps to create productivity and efficiency in the
workplace. Your employees or team members will appreciate your ideas more if you appreciate theirs. This
interpersonal skill leads to effective workplace communication. Another important interpersonal skill was
“communicating thoughts and ideas well” in a team. Being able to effectively communicate your thoughts and ideas
well to your team allows them to operate effectively because they know what you want from them and what their
objective is. Without proper direction nothing would get done properly.
Finally, the last two interpersonal skills examined, “conveys a positive self image” and “ability to gain
respect” is an important attribute in team leadership. Interpersonal skills is highly important, especially the ability to
gain respect. Without respect, a leader can lose the ability to effectively lead and efficiently manage their team.
When team members have respect for their leader they are more willing to do what is asked of them and they are
better able to communicate. It is important to note that communication is vital to effective workplace operations.
Trust is the most important trait to have in a team and when leaders can trust each other and their teammates the
need for power becomes obsolete. It is important to note that building trust in a team is like building a marriage.
Trust must be practiced and nurtured to become part of the team’s norms and culture.
CONCLUSION
To study teams in an organization and to specifically address interpersonal skills of leaders which included:
active listening, patience, understanding of others' situations, appreciates others' experiences, positive attitude,
interacts well with others, conveys a positive self image, communicates thoughts and ideas well, has the ability to
gain respect and the ability to self-evaluate shades new light and a whole new understanding of team leadership. All
of these areas are important for a team leader to possess because interacting with people of many different
backgrounds in an organization and team environment can be difficult. Many team leaders who are managers fail to
be engaging or encouraging and as a result they do not see the bigger picture of being a part of a whole. This
mentality of the old team leadership style of dictating is no longer the norm. People are much more receptive to team
leaders who respect and value the ideas of others and encourage individuals to be better team members and leaders.
A team must always have a leader and the leader is the one who determines how successful, effective, efficient, and
productive a team is through the time they are working together (Avolio, Walumbwa, & Weber, 2009). Successful
leadership and effective teams need five common characteristics which are trust, healthy conflict, commitment,
accountability, and results orientation.
Trust is important because members of a team must trust each other. The leader must be able to trust his or
her followers and the followers must be able to trust their leader or the team dynamic falls apart from the core.
Healthy conflict is a powerful resource all effective teams must have because members of a group must be able to
feel comfortable to speak their mind and challenge each other’s ideas. Also, all the members of an effective group
need to be committed to the group’s ideas, goals, and decisions or the team will be unable to get any work done (The
Importance of Leadership, 2005).
Accountability is important because each member needs to be accountable for their actions and work.
Everyone in the group must also be able to count on the other members in the group and should always hold each
member accountable for the part they are supposed to complete (Hackman, 2010). Results orientation refers to
individual members setting aside their personal agendas and focusing on the team goals above their own. This is
important to team success because when everyone on a team works collectively to a single goal instead of each
member working towards their own goals (The Importance of Leadership, 2005). In a nutshell teams in an
organization serve as an excellent way to accelerate organizational performance and success for 21st century.
REFERENCES
Casciaro, T., & Lobo, M. (2008). When Competence Is Irrelevant: The Role of Interpersonal Affect in Task-Related Ties. Administrative Science
Quarterly, 53(4), 655-684. Retrieved from Business Source Premier database.
Daft, R. (2008). The leadership experience. Mason, OH: South-Western Cengage Learning.
Dance, F.E.X. & Zak-Dance, C.C. (1996). Speaking your mind: private thinking and public speaking (2nd ed.) (pp. 306-308). Dubuque, IA:
Kendall/Hunt Publishing Company.
Ellis, M. (2002) Self-assessment: Knowing yourself and what you want to do. Capip News. 5(1). 1-2. Retrieved November 1, 2004. From
http://www.opm.state.ok.us/CAPIPNEWS4.pdf
Hollandsworth, R. J. (2004) Asynchronous instruction of interpersonal communications.1-20. Retrieved October 15, 2004 from
http://www.rhollands@vt.edu.
Hutt, Terron. "Required Interpersonal Communication Skills for Leadership Coaching." DU Electronic Capstones, Theses, & Dissertations. N.p.,
n.d. Web. 6 Dec. 2010. http://ectd.du.edu/source/uploads/3031436.pdf.
Parker, G.M. (1996). Team players and teamwork. San Francisco: Jossey- Bass Publishers.
Shockley-Zalabak, P. (2002). Fundamentals of organizational communication. (5th ed.). Boston, MA: Allyn & Bacon.
Spangle, M. & Moorhead, J. (1998). Interpersonal communication in organizational settings. Dubuque, IA: Kendall/Hunt Publishing
Wheeler, P.A. (2005, January). The importance of interpersonal skills. Healthcare Executive. 44-45. Retrieved April 14, 2005 from University of
Denver, Academic Search Premier Web site: http://penlib.du.edu/findIt/Eresources/index.cfm
Achieving Effectiveness. (2009, 06 03). Retrieved 10 31, 2010, from Through Team Communication:
http://www.interlinktc.com/public_html/achieving.html
Ahanchian, M.R., & McCormick, J. (2009). Culture and the processes of virtual teaming for training. Journal of Computer Assisted Learning,
25, 389-396. Retrieved from Academic Source Premier database.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009, 04 28). Leadership: Current Theories, Research, and Future Directions.Retrieved 11 08,
2010, from http://www.socsci.uci.edu/ssarc/fssp/webdocs/LeadershipCurrentTheories.pdf
Center for Creative Leadership. (2005, 04 06). Leadership Development: Past, Present, Future.Retrieved 12 01, 2011,
fromhttp://www.ccl.org/leadership/pdf/research/cclLeadershipDevelopment.pdf
Combs, W., & Peacocke, S. (2007). Leading virtual teams. T+D, 61, 27-28. Retrieved from Academic Source Premier database.
Daft, R. L. (2008). Leading Teams. In The Leadership Experience (pp. 294-317). Mason: South-Western CENAGE Learning.
DeChurch, L.A., Zaccaro, S.J. (2010). Perspective: teams won’t solve this problem.
Human Factors, 52, 329-334. Retrieved from Academic Search Premier databse.
Foulgar, D. (2009, 06 23). Models of the Communication Process. Retrieved 11 25, 2010,
fromhttp://foulger.info/davis/research/unifiedModelOfCommunication.htm
Grosse, C. U. (2010, 09 05). Managing Communication within Virtual Intercultural Teams.Retrieved 10 31, 2010,
fromhttp://bcq.sagepub.com/content/65/4/22.short
Hackman, J. R. (2010, 12 01). Leading Teams. Retrieved 11 18, 2010, from Leading Teams: http://www.leadingteams.org/
Higgins, M., Young, L., Weiner, J., & Wlodarczyk, S. (2009). Leading teams of leader:
what helps team member learning? Phi Delta Kappan, 91, 41-45. Retrieved from Academic Search Premier database.
Kossler, M.E., & Prestridge, S. (2003). Going the distance: the challenges of leading a
dispersed team. Leadership in Action, 23, 3-6. Retrieved from Academic Search Premier database.
Peters, L.M., & Manz, M. (2007). Identifying antecedents of virtual team
collaboration. Team Performance Management, 13, 117–129. Retrieved from Academic Source Premier database.
Rockmann, K.W., & Northcraft, G.B. (2010). Expecting the worst? The dynamic role of competitive expectations in team member satisfaction and team
performance. Small Group Researh, 41, 308-329. Retrieved from Academic Source Premier database.
Team Development 101. (2009, 11 29). Retrieved 11 18, 2010, from What Team Building Events Are Popular?:http://teamdevelopment101.com/team-building/team-
building-events
Thamain, H.J., (2004). Leading technology-based project teams. Engineering
Management Journal, 2, 35-42. Retrieved from Academic Search Premier database.
The Importance of Leadership. (2005, 07 21). Retrieved 11 10, 2010, from http://www.mindedgepress.com/PDFs/htlhtl.pdf
Vivien, M. (2006). Leading in teams: part 1. Nursing Management, 13, 32-35.
Retrieved from Academic Search Premier database.
What is team development so important. (2009, 11 29). Retrieved 11 18, 2010, from Team Development 101:http://teamdevelopment101.com.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
