Team leadership effectiveness in technology-based project environments

In a field study of 80 technology-intensive project teams in 27 companies the author looked at the impact that managerial leadership and the organizational environment have on project team performance, focusing particular attention on the ways that leadership and environment can influence performance when these factors support the professional needs of project team members. This journal article also examines the criteria for determining effective team leadership and looks at several factors driving project team performance, especially those factors that originate in the project environment, factors that deal with commitment, conflict, and risk. The author explains that team leaders must--in addition to monitoring a project's technical aspects--closely manage those work process relationships that are critical to project success, relationships which involve support functions, suppliers, sponsors, and partners.
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