TY  - JOUR
AB  - The writings of Niccolò Machiavelli continue to resonate with today's business leaders. Current management literature still focuses on tactics to increase power as a means to ensure a leadership position. This attention to individual accomplishment and the building of power runs counter to what is happening structurally within organizations. The acceleration in the use of team‐based structures as a preferred method of organization and decision making reflects the need for timelier processing of information in a world of increased environmental uncertainty. This contrast between the behaviors needed to build individual power and the collaborative skills necessitated by team‐based structures creates a number of leadership challenges for individuals and organizations. This article discusses these challenges from both a theory‐based and a practitioner standpoint, assesses the implications for organizational managers and individual team members, and offers recommendations for leadership effectiveness in a work world dominated by team‐based design.
VL  - 10
IS  - 3/4
SN  - 1352-7592
DO  - 10.1108/13527590410545072
UR  - https://doi.org/10.1108/13527590410545072
AU  - Callanan Gerard A.
PY  - 2004
Y1  - 2004/01/01
TI  - What would Machiavelli think? An overview of the leadership challenges in team‐based structures
T2  - Team Performance Management: An International Journal
PB  - Emerald Group Publishing Limited
SP  - 77
EP  - 83
Y2  - 2024/04/25
ER  -