e forces the defensive and offensive players to sit together in their respective groups and also when he orders the players to get to know each of their teammates.
It is interesting that Boone seems instinctively to follow the leadership precepts of Ronald Heifetz and Donald Laurie detailed in their Harvard Business Review article, ôThe Work of Leadershipö (2001, 131-141). Their directives to ôGet on the balconyö and ôIdentify the adaptive challengeö are met when he assesses his team and identifies racial tension, insubordination, and lack of discipline as the primary obstacles that need to be overcome to make them a winning team. A tough taskmaster, Boone answers ôRegulate distressö with well-timed and carefully measured praise and encouragement. ôMaintain disciplined attentionö is BooneÆs forte. He works the players relentlessly in a quasi military football boot camp that is intended to ready them for the seasonÆs first game. Quashing any signs of insurrection with sure-footed statements of dominion, such as ôI am the law,ö he spells out in no uncertain terms what he expects of his team: ôPerfectionö (Bruckheimer & Yakin, 2000). Yoast does the best job of satisfying the directive to ôGive the work back to the peopleöùfirst when he allows quarreling players to work out their own peace, and second when he allows one of the players to give his place on the field to a teammate. Boone fulfills the directive to ôProtect the voices of leadership from belowö in two waysùfirst
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