I - A new king of leader for a new kind o fbusiness environment 1 - Bosses who don't boss 2 - Self-directed work teams: what are they and where did they come from? 3 - Team empowerment: passing fad or the future of work design? 4 - The classic supervisor is a endangered species 5 - A rocky road: the transition from supervisor to team leader II - Building the foundation for change 6 - The kodak 13 room story: empowering team leaders 7 - Overcoming common transition difficulties: four learnings from the 13 room III - The power of values and assumptions 8 - The visible and invisible elements of team leadership 9 - Theory X assumptions and control paradigm thinking: you can't get there from here IV - The role of the team leader 10 - The supervisor versus the team leader: sheep herders and shepherds 11 - The role of the team leader 12 - Essential competencies for team leaders: leader, results catalyst, and facilitator 13 - The barrier buster, business analyzer, coach and living example 14 - The myth of the marshmallow manager 15 - The five stages of implementing empowerment 16 - Leadership roles during the early stages of team maturity 17 - Leadership roles during the later stages of team maturity IV - The team leader workout 18 - Three days in the life of a team leader 19 - A weekly activity guide for team leaders V - Common problems and uncommon solutions 20 - When team members resist the change to a self-directed work team 21 - Helping supervisors become team leaders 22 - Managing upward: when you don'thave support of senior management 23 - Creating accountability systems for teams 24 - When the problem is the organization: redesigning for teams 25 - Overcomming the special challenges of leading knowledge workers 26 - Leading virtual teams: how to work with teams that are geographically dispersed VI - Team leader evaluation tools 27 - The team leader litmus test: do I fit as a team leader 28 - Assessing team leader effectiveness sampler 29 - The team leader survival guide