Building Great Leadership Teams for Complex Problems

 This chapter draws on a decade of research to identify the most common design problems of leadership teams that form across organizations to lead a complex change effort. It explains why those challenges—such as unclear purposes, the wrong people convening, and time-wasting or wheel-spinning—occur, and offers hands-on strategies for leadership team members, facilitator, and leaders to redesign their teams for momentum and excellence.

Wageman, Ruth. (2013). Building great leadership teams for complex problems. Chapter 4 in Developing and Enhancing High-Performance Teams in Organizations. E. Salas, Editor. Malden, MA: Wiley.