Leadership Style: Its Impact on Cross‐Functional Product Development
研究了六家公司跨职能产品开发项目中的领导风格，发现领导者的员工导向与团队感知的工作氛围和创新学习可能性显著相关，领导者行为比权力更重要。
This article reports the results of a study in which cross‐functional product development projects in six companies were analyzed. The study was conducted as part of an interdisciplinary research involving technological, organizational, and behavioral analysis. The article draws on an excerpt of the data collected on leadership styles among project managers as well as some data on organizational climate and team learning. Leadership style, especially the leaders' employee orientation, co‐varied significantly with how members of the cross‐functional teams perceived their work climate and possibilities for innovative learning. The results of the analyses point to the leader's behavior, rather than his power, as an important factor determining the work climate in successful cross‐functional product development projects.