Contemporary business organizations are increasingly structuring work around teams because teams can lead to substantial improvement in both the quality and the quantity of a firm's services and products. But, effective team development and organizing work around teams challenges a number of traditional management approaches and structures in an organization. This book was written for managers to understand the complex issues associated with teams and to develop the tools they need to increase their effectiveness as team designers, leaders, and members.

The focus of this important book is leadership - the dynamic relationship between managers and employees. Sims and Lorenzi show how the concepts of reinforcement, goal setting, social learning and social cognition can be applied by managers on a day-to-day basis. Numerous case studies and on-the-job examples are cited and these serve to reinforce the theoretical discoveries presented by the authors.

""SuperLeadership"" was coined by authors Charles Manz and Henry Sims to describe a management style that focuses on ""leading others to lead themselves."" In their earlier book of that title, they established a philosophy that moves away from the typical hierarchical models (the traditional autocratic, heroic, or directive approach to leadership) to show how to utilize the richest resource a company can have: employees who are empowered and transformed from followers into ""follower self-leaders,"" or superleaders.

In The New SuperLeadership, the authors bring this philosophy into the real...