ABSTRACT
In Part 3 we have looked at how a leader creates a culture and uses the tools of behaviour, systems and symbols to do so. We have emphasised the need for clarity in working relationships, especially with regard to authority and tasks. Here we look in more depth at another popular topic, teamwork. ‘Teamwork’ is another term used widely but often vaguely. It is simply not sufficient for leaders to exhort people to remember they are a team or just work as a team unless there is a deeper and shared understanding as to what this means: What am I expected to do?
