ABSTRACT
This chapter focuses on the role of the leader as facilitator. K. F. Gretz and S. R. Drozdeck described the unique leadership needs in an organization that thrives on innovation. Facilitative leaders need to be excellent communicators and lead by suggestion, not by fiat. They are able to criticize tactfully and are ready to give recognition to the person who suggested the ideas. Creating an environment where constructive criticism can operate is an important part of the facilitator’s role. A facilitator will ensure there are no such things as failures-only ideas that need work. Facilitators help to identify who the team’s stakeholders are and make sure that these stakeholders are canvassed as to their perceptions about the team’s performance. Facilitators track the performance data for the team so that they can see how well they are doing over time. Facilitators perform their roles best when they can divest their interest in the team’s outcomes and focus instead on team’s processes to achieve those outcomes.
