The Human Factor

Maximizing Team Efficiency through Collaborative Leadership

Susan Jones

Acknowledgements                                          
Introduction: The 'secret' human resource message         

Part I - Collaborative Leadership and Organisational Success

1 The way people are treated and organisational success
Human relations and quality of performance 16; Collaborative
leadership, participation and motivation 17; The leadership-
quality-success 'chain reaction'19

2. Collaborative leadership - hard evidence for soft skills	21
Successful reality not irrelevant idealism 21; Some examples of
success through collaborative leadership 22; Collaborative
leadership, family, and'we're all in this together'24; Soft
collaborative skills - the bedrock of hard technical and financial
skills 28; Collaborative leadership, ethics and survival 31;
Summary - ethics, survivability and success 40

3.Comments from top executives, educationalists,
management consultants and health personnel etc, on the
'human' factor in success                                     44
Part I - key points 51

Part II - The Core Collaborative Skills and Business, Educational
     and National Cultures
4. The core collaborative skills of leadership and teamwork        54
Three levels of leadership skills 54; The core collaborative skills
of both leadership and teamwork 56; The core collaborative
skills and team roles 58; The collaborative approach - the need
to be genuine 59

5.Collaborative skills, management tasks and dealing with
 change

 The core collaborative skills and the various areas of management
 61; Collaborative skills and dealing with change 61;
 Summary - dealing with change 71

6.The organisational culture - the central role of top
  management

Differing views on the influence of top management 73;
 Top management's attitudes, the knock-on effect, and
 organisational culture 74; Hierarchical as opposed to
 collaborative attitudes and skills 77; A collaborative
 organisational structure 79; A genuine collaborative
 culture 82; Introducing a collaborative approach - a caution 84;
 Learning the collaborative way 94; Summary - top management
 and the organisational culture 107

7.Collaborative top management - the caring culture
   Harnessing the most important resource - from rhetoric to
   action 110; Collaborative caring 115; Hurdles for caring
   management 117; Summary - collaborative top management
   and the caring culture 124

8.The collaborative culture - caring for the employee
   Employee involvement, recognition and reward 125; Caring for
   the employee - performance appraisal and quality 127; Caring
   for the employee and the non-traditional employee 140;

9.The collaborative culture - caring for the customer,
     supplier and other organisations

     Caring for the individual customer in industry and education
     146; Cost of customer dissatisfaction 150; Caring partnerships
     with the customer-supplier Organisation 151

10.The collaborative culture - caring for the environment
     The collaborative-'green'link 164; Profit and the collaborative-
      'green' link 166; Ethics and the collaborative- 'green' link 168;
     Organisational survival and the collaborative- 'green' link 173

11.The collaborative culture - education, training and
     development
     Collaborative leadership and support for education and
     training 175; Management short termism and inaction on
     education and training 178; Government inaction - a non-
     interventionist strategy 181; Investor short termism and
     inaction on education and training 183; Collaborative long-
     term re-structuring and education and training 190; Summary -
     the collaborative culture, education and training 194

12.The national culture - education, training and UK
     Incorporated
     The non-collaborative,'not-care', national culture 195; The
     non-collaborative national culture of blame and buck passing
     197; The non-collaborative way with people, education and
     training 209; Non-collaborative 'leaner but not fitter' 210; Fitter
     the collaborative way 218; Mindless short-term vs collaborative
     long-term cost cutting 221; Non-collaborative cultures - the
     total cost 228; Non-collaborative conflict - unemployment,
     skills shortage and pay 230; More collaborative national
     cultures 233; More collaborative national cultures - the British
     contrast 241; Losing your job the non-collaborative way 243;
     Collaborative partnership - industry, education, unions,
     government 248

13.Collaborative partnership between industry, education,
     unions and government

     Collaborative partnership between organisations and unions/
     workers 250; Collaborative partnership between government
     and unions/workers 253; Collaborative partnership between
     government and industry 255; Collaborative partnership
     between industry, education and government 256; Summary -
     collaborative national partnerships and UK incorporated 267

Part II - key points 270

     Part III - Developing the Core Collaborative Skills of Leadership
     and Teamwork



14. Learnable skills, team roles and training courses
     The learnable skills of leadership and teamwork, and team roles
     274; 'Learning by collaborative doing'and training courses 275

15. Training courses, organisational culture and self-team
     development
     Effective training needs collaborative cultures 286;
     Performance appraisal and self-team development 289; Self-
     team development and the'action-research'cycle 291; A re-cap
     of the obstacles to developing leadership/team skills 294

16. A practical guide to self-team development of the core
     collaborative skills of leadership and teamwork
     The core collaborative skills checklist and basic team format
     298; Examples of useful open questions 305

Part III - key points 306

Conclusion

Bibliography
Individual and media sources acknowledgements
Index