Issues considered in these chapters include ways people establish self-discipline when tackling difficult or unattractive tasks, the process of discovering naturally rewarding activities in one's job, the difference between focusing on opportunities as opposed to obstacles, and overall strategies for problem solving and teamwork. The emphasis is on how organizations and managers can successfully make the transition to superleadership. Chapter 12 starts with an example of the use of multidisciplinary innovation teams at McCormick Spice Company. After this minicase, among other things, Sims and Manz provide some practical tips on how you can begin to put superleadership into practice. In Chapter 13, they address the challenges a manager faces during the transition to an empowered system of self-leadership.
Teams are the most common vehicle through which self-leadership is expressed.
In Chapter 14, the authors use an extended description of the self-management practices at GM's Fitzgerald Battery Plant to introduce the reader to teams. The answer, of course, is that it depends. But the authors go beyond the obvious and discuss the pros and cons from both a management and employee perspective. Team leadership is the focus of chapter 15, and Sims and Manz continue the example from the previous chapter. In the last chapter of this section, they concentrate on the difficult task of transforming an entire organization to an empowered high-performance system.