ABSTRACT
This chapter is the first of three chapters on transformational leadership. Tracing its origin to situational leadership guru John Hunt, transformational leadership holds that the demands on a leader centre on uncertainty and managing change. It reflects the changing nature of networks and communications, and the possible upturning of the law of diminishing returns. This chapter discusses teams within transformational leadership, in particular the contribution of Meredith Belbin and his analysis of Apollo teams, and how that has brought us to networked leadership where the term ‘teams’ refers to groups of groups, or networks, rather than groups of individuals.
