Developing Adaptive Teams: A Theory of Dynamic Team Leadership

Steve W. J. Kozlowski · Daniel J. Watola · Jaclyn M. Jensen · Brian H. Kim · Isabel C. Botero

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Team Dynamics and Performance Leadership and Management in Organizations Organizational Change and Leadership

Abstract

As we engage the new millennium, accelerating technological, cultural, political, and financial turbulence buffets organizations-often unpredictably so. Responding to an uncertain and unpredictable future is not so much an issue of advanced strategy and planning but rather one of organizational innovation, agility, and adaptability (Terreberry, 1968). Organizations that can adapt quickly will survive and may even exploit hidden opportunities in the unexpected. Those that are slow to adapt face decline and dissolution. These environmental trends have been evident for some three decades. Many organizations have responded by creating leaner and more agile structures, by shifting to team-based work organizations (Lawler, Mohrman, & Ledford, 1995), and by building the capabilities of their members.

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1995PREVIOUS WORK EXPERIENCE AND ORGANIZATIONAL SOCIALIZATION: A LONGITUDINAL EXAMINATION.

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