LEADING TEAMS -- CONTENTS -- Foreword -- Introduction -- 1 Why Sport and Management? -- SPORT AND THE FIRM: IS A MEANINGFUL METAPHOR POSSIBLE? -- The main differences between sports and firms -- Distinctive features of sports teams to consider for transferring team leadership models and practices to business teams -- WHAT MAKES A SUCCESSFUL COACH? HOW SPORTS CAN LEARN FROM MANAGEMENT -- TRANSFERRING IDEAS, METHODS, AND PRACTICES FROM SPORTS TO MANAGEMENT: SOME GENERAL GUIDELINES -- OUR RESEARCH -- NOTES -- 2 Management Models of Team Leadership -- THE EVOLUTION OF THE CONCEPT OF LEADERSHIP -- Leadership as personality, skills, behavior, and functions -- Leadership styles: situational and personalized leadership -- Relational leadership -- DETERMINANTS OF MOTIVATION -- TEAM LEADERSHIP -- The functions of a team leader -- Behaviors of the team leader -- How the team leader can influence processes and performance -- NOTES -- 3 A New Team Leadership Model -- INTRODUCTION -- CREDIBILITY AND TEAM PERFORMANCE -- IMPACT ON THE INDIVIDUAL: MOTIVATION -- IMPACT ON THE GROUP: TEAM SPIRIT -- IMPACT ON THE ORGANIZATION: SYNCHRONIZATION OF RESOURCES -- IMPACT ON THE ENVIRONMENT: REPUTATION -- THE SITUATIONAL PERSPECTIVE -- NOTES -- 4 The Team Leader as Manager -- DEALING WITH COMPLEXITY TO ENSURE SUSTAINABILITY -- SETTING GOALS, PLANNING, AND EXECUTING THE SEASON -- NEGOTIATE RESOURCES, ROLES, AND AUTONOMY WITH THE CLUB AND ITS INTERLOCUTORS -- ORGANIZING STAFF ACTIVITIES -- SELECTING ATHLETES AND ENHANCING THEIR VALUE -- MANAGING RELATIONSHIPS WITH STAKEHOLDERS: THE MEDIA AND THE FANS -- THE STAKEHOLDERS-ORIENTED TEAM LEADER -- NOTES -- 5 The Team Leader as Coach -- TEAM COACHING -- THE HEART OF TEAM COACHING: MANAGING INTERDEPENDENCIES AND PROMOTING SOCIAL SUPPORT -- HOW TO MANAGE TEAM COACHING: LEADERSHIP STYLE, LEADER FOCUS, AND COMMUNICATION PROCESSES.

Directive and democratic decision-making styles -- Task/people orientation -- Managing communication -- THE MOTIVATIONAL TOOLKIT FOR SPORTS COACHES -- Collecting and selecting information -- Providing feedback to the team -- Establishing rules -- Managing rewards and punishments -- Giving personalized attention -- Providing role models -- Managing workloads on the basis of results -- Designing tasks that are absorbing and fun -- Encouraging competition among players -- Encouraging socialization among players -- HOW TEAM MOTIVATION PROCESSES WORK -- A good coach motivates the team by increasing perceived individual and collective self-efficacy, setting higher goals, and helping the team see those goals as attainable -- A good coach motivates the team by creating clear expectations that are shared with and embraced by all team members -- A good coach motivates the team by building a shared perception of justice, not equality, among team members -- A good coach motivates the team by making team members' work more meaningful -- A good coach motivates the team by leveraging the quality of interpersonal relationships with and among team members -- CONCLUSION -- NOTES -- 6 Team Leadership: A Word from the Coaches -- CARLO ANCELOTTI -- DON CASEY -- SASHA DJORDJEVIC -- JOHN KIRWAN -- MARCELLO LIPPI -- ROBERTO MANCINI -- DAN PETERSON -- SIMONE PIANIGIANI -- CESARE PRANDELLI -- ARRIGO SACCHI -- EMILIO SÁNCHEZ -- JULIO VELASCO -- GIANLUCA VIALLI -- WHO'S WHO OF SPORTS COACHES -- INDEX.