Different types of Team members?

Was reading this article: Make it a Team Effort (under Recruit on Sept 1, 2007)... It brought up several points about how bosses tap on what they have to bring about team performances. However, the way it's put across... don't quite see the human resource capacity building aspect...

1. One thing very true: "As a leader, you should gain the respect of your subordinates"... however it did not elaborate how to go about doing it or pen down any 'observable' symptoms on this...

2. "You may not always be liked, because many decisions that effective leaders need to make may be unpopular with at least some of the people". True! This is not the first time I hear this. I first heard this from my work review with Mrs Tan WL. Yes, one of my ex-colleagues who was quite close to me did once alerted me of a nickname some colleagues give me - Slave driver... hahaha!!! It was because at that time, I took bold steps to drive the library programme quite differently, and also, because I stepped into the terriority which was once owned by a single owner then... I also learnt: Change management becomes important, not only to the leader, but also to prepare the team that undergoes the change.

3. "Cultivate an ethical culture... Every action you take must demonstrate your ethical values". Maybe I deviate from the main topic, but I think an ethical culture is really crucial for one to work in a safe and trusting environment. Why do I say so? For instance, teachers expect a fair assessment being presented during the annual Staff Appraisal/Ranking session. Do the key personnel present a fair assessment of the fellow colleagues? any bias? While everybody in the team have been briefed on the necessity to keep the discussion confidential, yet, after each session, there'll bound to have some teachers who are aware of what's discussed. Why? As a result... what do other key personnel think? what do other colleauges think of their reporting officers?

4. The article further classifies team members into several categories... (quote from the article)

• Water-walkers: This group consists of capable, intelligent and quick thinking people. Take care of them. They can go right across the street and get paid more than what you are currently paying them.
• Speed-breakers: Your speed-breakers are those who will readily give you the reasons why a new idea won't work out without even exploring alternatives. They slow down the progress of the entire organisation. Move them away from departments such as corporate planning and product dvelopment.
• Actors: These people put up a show in your presence and project themselves as performers, when actually they are not. The sooner you identify them, the better it is for group morale and productivity.
• Routine specialist: They carry out all the routine, mundance activities and keep themselves occupied. They meticulously follow procedures. Use them for back-end jobs. But make sure they are efficient in what they do.