Team Development Revisited: Preliminary Evidence Supporting a Two-barrier Model

Abstract

We propose that theories of team development and of team creativity can usefully be integrated into a new framework. In this exploratory paper, we attempt such a synthesis, drawing on empirical evidence from studies with teams engaged in innovative projects. The framework proposes two structural barriers that bear on team performance. The weaker barrier differentiates teams according to the personal relationships established. The stronger barrier differentiates teams according to the levels of task performance achieved. Creative leadership is suggested as an important means whereby the barriers can be breached, through the provision of benign structures. The distinction between creative leadership and 'new leadership' forms is explored.