Research on the Relationship between Leadership Style and Team Personality Traits, and how they interact to affect Team Efficiency for IT Projects

• Main Authors: SHIH-WEI WANG, 王士偉
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/63331262996211039285

碩士 === 世新大學 === 資訊管理學研究所(含碩專班) === 97 === This study conducted a questionnaire survey for the software project manager and project team members to explore the leadership style of project manager and team personality traits, the process of team interaction and team performance of relevance, and interviews with experts in the field of project management on the research findings to explore the best way to achieve performance while developing the information systems project. In this study, some main purposes are as follows: (1) to explore the relationship of the leadership style of project managers and Team Personality Traits (2) to explore the process of team interaction (communication, conflict) with the ad hoc relationship between team performance. (3) to explore the leadership style of project managers and members of the ad hoc combination of personality traits for team interaction (communication, conflict) with the ad hoc relationship between team performance. The results of analysis found that team personality traits have a significant impact on team efficiency; team communication and interaction for the task conflict have a positive impact on team efficiency; the relationship conflict and process conflict have a negative impact on team efficiency. While the task conflict if not handled properly, process conflict is likely to be increased, thereby affecting team performance, project manager leadership style in different team personality traits, team interaction for the regulation of mixed results, for the higher emotional team, the team of the negative interaction the most significant effect, but also the most easily fine-tuned by the leadership of post-trip and to increase team interaction; for the higher extraversion team, containing the potential characteristics of leadership and, therefore, less effects by regulation through the leadership; and for the openness team, the result of this study shows that the team is more suitable for their transformational leadership.