In today's knowledge-driven business environment, research and
development teams face particular challenges as their purpose is to
discover and/or develop new concepts, products, or processes; the
pressure to perform is intense. A year-long study of 58 R&D
project teams set out to identify the factors that distinguish the
successful teams from the under-performers. The resulting book
argues that a substantial part of a team's success is not dependent
on the type of work (fundamental research vs. product development),
the institutional environment (corporate vs. public), or even
provision of resources-but leadership. Successful team leaders
employ a transformational style that inspires and motivates team
members to perform at their best; they set clear goals and tasks;
they establish an environment of mutual trust and respect; and they
are skilled politicians who liaise with external
stakeholders-including customers, senior managers, service
providers, and regulators-to gain essential support. Integrating
insights from the fields of technology management, social
psychology, and organizational behavior, Leon Mann and his
colleagues present recommendations to assist organizations and
management in developing strong team leaders and building
innovative teams.
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