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Leadership Lessons From Managing Technology-Intensive Teams

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  • HANS J. THAMHAIN

    (Bentley University, Waltham, Massachusetts, 02452-4507, USA)

Abstract

An ongoing field study of 76 new product development teams in 27 companies identifies specific barriers and drivers to effective team performance. The paper provides insight into the affects of organizational environment and managerial leadership on project team performance in technology-oriented team environments. The results show that team leadership has significant impact on both the project team and its broader organizational environment ultimately affecting team and project performance. Team leaders must manage the work and people relations across diverse organizational and cultural boundaries, including support functions, suppliers, sponsors and partners. The paper provides suggestions for building the organizational environment, work processes and leadership skills necessary for successful implementation of complex development projects.

Suggested Citation

  • Hans J. Thamhain, 2009. "Leadership Lessons From Managing Technology-Intensive Teams," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 6(02), pages 117-133.
    • Handle: RePEc:wsi:ijitmx:v:06:y:2009:i:02:n:s0219877009001595
    DOI: 10.1142/S0219877009001595
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    Cited by:

    1. Nader Asgary & Hans Thamhain, 2016. "Leadership Lessons from Managing Multinational Project Teams," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 13(02), pages 1-17, April.
    2. Kai-Kristina Lattrich & Marion Büttgen, 2020. "Project leaders’ control resources and role overload as predictors of project success: developing the job demands–resources model," Business Research, Springer;German Academic Association for Business Research, vol. 13(2), pages 767-788, July.

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