Leadership, Management, and Innovation in R&D Project Teams

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.