Chapter One

Leaders who operate in today's networked world of projects and teams find themselves in a dynamic environment that didn't exist just a few decades ago. Where managers once oversaw functions they had previously performed themselves, today's leaders often head up diverse groups of specialists whose areas of expertise are not familiar to them. Where supervisors traditionally worked in close proximity to their staff, today's employees may be located hundreds or even thousands of miles away. Where bosses once wielded absolute authority over compliant workers, today's leaders often work with independent colleagues over whom they have little or no authority.

Although many organizations continue to operate in the traditional mode, the incidence of geographically dispersed workers and lateral structures is on the rise. Today even the most conservative, hierarchical organizations are permeated with technology implementation teams, process improvement projects, new product partnerships, and interorganizational networks. The people who head up these groups find themselves facing unique challenges. These leaders quickly discover that being effective on a succession of complex projects requires a new set of skills and techniques.

When asked to describe what a leader is, most people will say something like: "someone who's in charge," "the person who's accountable," or "the one who has the final say." This command-and-control notion of leadership has been with us for centuries and is pervasive. But in the world of projects and teams, this conventional approach to leading is no lon