Purpose
Leadership behaviour of R&D project managers (RDPMs) is a matter of ongoing interest, as they require a number of traits in order to potentially influence the delivery of projects. However, little empirical evidence exists on factors explaining the traits of RDPMs, making it difficult for industry managers to develop tailored strategies and criteria for selecting people with right skills and behaviours. The purpose of this paper is to fill this gap in knowledge.
Design/methodology/approach
The authors test 45 traits with data from a survey of 208 RDPMs, using exploratory factor analysis to establish factors of RDPMs’ traits and the associated measurement items.
Findings
The study finds that selected 45 traits can be consolidated in a set of higher order variables/factors that RDPMs need to have including creativity, reasoning and learning; risks and failure acceptance; analytical and originality attributes; realistic and objective approach among others.
Research limitations/implications
The study shows that traits have strong inter-relationship represented by empirically robust underlying factors.
Practical implications
Practically, the results will help industry mangers in implementing tailored strategies in consolidated areas (as identified through factors) and be more effective in skills and competencies development of research and development staff and potentially save costs on human inventory management.
Originality/value
The study empirically established new managerial and leadership behavioural factors.
Knowledge Sharing Barriers in Complex Research and Development Projects: an Exploratory Study on the Perceptions of Project Managers
