Teamwork in a Shock Trauma Unit: New Lessons in Leadership

Imagine that you have been assigned to a six-person team in your company and asked to complete a top-priority project on a very short deadline. Some of the people have never worked together before team members change every hour or so leadership constantly shifts between three different individuals and any mistake could have disastrous even fatal consequences for the project. Wharton management professor Katherine J. Klein spent 10 months studying such teams in action at the Shock Trauma Center in Baltimore Md. Her research presented in a new co-authored paper suggests a novel view of leadership different from that offered in traditional leadership models.

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