Team-Player

1. The author assigns a team-player quality to each chapter and develops that idea throughout the chapter, but the apparent focus on developing the quality in the reader either assumes that others on the team are going to be reading the same book or trusts that the reader's ability to develop these qualities will translate into an example so clear and shining that other teammates will naturally follow. How does the author deal with the dynamics of interaction with other team members?

Interaction with others looms large as the key phrase in this question. The difficulty with attempting to turn to the index to look it up and evaluate how the author treats it or any synonymous expression thereof is that there is no index in this book. One is forced to go back to the table of contents to look for clues to where interaction becomes a principal theme.

One way Maxwell deals with interaction of team members is to put the lot of them under the authority of a leader who has the power to coerce team-oriented compliance. That is in the background of Chapter 4, "Communicative: A Team Is Many Voices With a Single Heart" (Maxwell, 2002, p. 28). Ostensibly, the chapter deals with the importance of communicating with other teammates as a means of opening up channels of understanding and cooperation; however, a careful reading of the case study Maxwell chooses to illustrate how effective communication can be implemented as a goal and an achievement suggests that team members themselves canno

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f evidence in the theoretical, how-to, and narrative segments of the text is on the side of the view that the latent message of the team-player book is the development of team leadership that encourages in team members the qualities that are discussed in each of the chapters. The focus is so much more on leaders than on the team members who are meant to adopt the qualities Maxwell suggests because there is apparently little evidence that these qualities translate into team success when they are enacted from within. For example, in the chapter about the relational quality of a team player, the story about Michael Deaver's esteem for Ronald Reagan's ability to recall Deaver's admiration of a statuette and Reagan's magnanimous gift of it to him is not really about team players who related to each other and thereby achieved success but instead about the apparent ability of a leader to elicit trust from subordinates (i.e., the team players) who may or may not have had strong relational skills between and among themselves. Similarly, the story that closes the same chapter has nothing to do with the community of Prussians who, presumably, would have been playing on the same team but instead about the relationship between king and subjec

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