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Leadership in Action: Dispersed Teams Need to Get Off on the Right Foot by Sonya Prestridge, Michael E. Kossler, Michael C. Hansen, Valerie I. Sessa

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APPLES AND ORANGES?

Several practical implications stem from CCL's study. Most important, individuals in GDTs generally have a strong sense of membership in the team—one of the measures of team effectiveness—and they act accordingly. The differences that team members noted between GDTs and traditional teams—the advantages and disadvantages of each—suggest that the disparities are more a matter of degree than of substance. Consequently, organizations and team leaders can use what they already know about teams—how to design, develop, and manage them for maximum effectiveness—to form, manage, and lead successful GDTs.

Tempering this encouraging news is the fact that in some ways, GDTs struggle even more than traditional teams. Communication is more ...

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