In his book, John Katzenbach exemplifies to upper level the successes and failures of two models of management: The single leader role and the team leadership role. He does not tout one way over the other. Rather, he gives real-life examples that demonstrate when each situation works best, and encourages the reader to develop the discipline to determine for him or herself when to work individually or in a team mindset.
1. The best senior leadership groups rarely perform as a true team due to the natural construct of a hierarchy.
2. Most senior leaderships can optimize their performance as a team by trying to obtain a balance between team and non-team efforts. This is true even though overall executives prefer to function as individual leaders with full accountability.
3. To obtain a better balance it is necessary to integrate the skills required for team performance with the discipline of single-leader behavior.
Overall, he exemplifies when working with a team effort is preferable and when executive leadership is the better choice. He also depicts how working as a team does not necessarily sacrifice each member's individual capabilities. Teams at the Top addresses the importance of pre-tragedy management intervention and teamwork.
John Katzenbach is an expert on leadership development, team performance, and organization change and development. He received a B.A. in economics from Stanford University and a M.B.A. from Harvard University, where he was a Baker Scholar. Katzenbach is the founder of Katzenbach Partners LLC, based in New York, NY. He was a director of McKinsey & Company, Inc., and worked for the U.S. Steel Corporation and Proctor & Gamble. While at McKinsey he specialized in organization, strategy, and governance issues of large institutions. He has worked with top executives of leading companies in industrial, consumer, medical, and forest products, as well as with many public institutions s