"A research study involving eight community change teams engaged in a three-year planned change initiative explores three questions regarding volunteer community change teams. First, can the facilitative interventions of an external community coach influence the team leader's adoption of a consensus leadership model for decision making? Secondly, can positive team dynamics contribute to greater team performance and enhance the volunteer team resilience? Thirdly, can new social networks formed through social bridging in a planned change initiative produce positive spillover effects? A review of previous research on effective teams, leadership, and social bridging is used to develop frameworks for the analysis."--From the abstract.
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