Productive, Destructive, Effective, and Efficient

Group Formation, Group Storming, Group Norming, and Group Performing

Manager-Led, Self-Managing, Self-Designing, and Self-Governing

Leaders in team settings can either have formal or informal roles; leaders in teams may influence the team internally or externally

Leaders in team settings always have formal roles; leaders in teams may only influence teams internally

Leaders in team settings always have informal roles; leaders in teams may only influence teams externally

Flow of Power, Inattention to Social Location, and Disregard of Context

Explaining, Engaging, and Encouraging

Setting Direction, Managing Operations, and Developing Team’s Capacity for Self-Management

 Leadership responsibilities are distributed, people within a team lead each other

Leadership responsibilities are controlled by one authority figure in a team

Leadership responsibilities are continuously changed throughout a group

Leader-Member Exchange Theory, Team Leadership, Shared Leadership

Individual reflection, authority, independence of work, individual efficacy

Team environment, support of positional leaders, interdependence of work, collective efficacy

Influence can arise from any direction of the group, everyone can be the leader

Influence can arise from one direction of the group, one person can be the leader

Influence can arise from any direction of the group, but only one person can implement decisions

Because of its focus on directionality in power dynamics and their entanglement with social location

Because of its focus on teamwork and intrapersonal reflection

Becuase of its focus on the shifts in leadership

The process of holding two seemingly contradictory concepts in unison

The process of comparing two seemingly similar concepts

Because it's identifying and disrupting inequitable power dynamics in group-centered leadership theories

Because it's telling you who has the innate traits to be a leader

Becuase it's emphasizing that there must alwasy be an authority figure in leadership roles

Focuses on the bidirectional relationships between leaders and each of their subordinates

Emphasizes that leadership is a stagnant concept

Focuses on the intrapersonal relationships leaders create about themselves

In-groups are perceived as having higher potential; out-groups are perceived as having lower potential

There is no difference between in-groups and out-groups

In-groups are percieved as having lower potential; out-groups are perceived as having higher potential