He has written other books on organization management including The Wisdom of Teams, Real Change Leaders, and Peak Performance. Thus, our group believes that his credentials validate him as an expert in on the subject of organizational management.
Rationale: 6.
Katzenbach wrote Teams at the Top to portray the lack of actual teamwork among top-level management groups who label themselves as teams. Teams at the Top presents to senior executives the fact that despite their nature to work independently, they posses the skills to work as members of teams, and how integration the team concept into their work mindset on an ongoing (but not total) basis may be beneficial. Consequently, this book is also the next logical follow-up to Katzenbach's previous work The Wisdom of Teams, which focuses on teams at multiple levels of business.
Face Validity: 7.
Our reaction to the characteristics and themes presented in this book was indifferent. We accepted the author's conclusion primarily because he presented both the single leader and team models of management and made suggestions, which could be used interchangeably according to the situation at hand. He does not present an argument stating that one is better than the other, or that one should be compromised for the other. Although none of us have prior experience in senior leadership positions, we believe this book is ideal for a real world setting (as a source for examples of failures and successes) in that it allows for flexibility in management styles. .
Target Audience: 5.
This book primarily targets individuals in senior level positions who understand the benefits of teamwork, and wish to incorporate teamwork into their working mindset. This book is not for those who seek a "how-to" manual for working in teams at the executive level. Katzenbach explicitly states, "those who seek additional evidence that an ongoing team is somehow better or worse than a "no team" will not find it here.