主题：Leading projects: What is the optimum leader personal style needed for success in project-based work? Does the optimum leader personal style vary depending on the type of innovation and level of uncertainty?

报告人：Zvi H. Aronson, Ph.D; Associate Professor; Stevens Institute of Technology

Zvi H. Aronson，博士，史蒂文斯理工学院技术管理学院副教授，毕业于史蒂文斯理工学院，获应用心理学博士学位。目前任教于史蒂文斯理工学院，主要研究兴趣为：在项目领导的个人风格与团队绩效; 项目文化及其在项目成功中的作用。在《Project Management Journal》、《International Journal of Innovation and Technology Management》等学术期刊上发表论文20多篇。

ABSTRACT：

In this research I center on behavioral factors in innovation and technology management, in particular, NPD projects. Specifically, this studyfocuseson the impact of leader personal style on success in project-based work environments, depending on the innovation and uncertainty level.

Teams developing innovations work in a context ripe withuncertainty, and handling this uncertainty places special demands on theleaders of such teams.Using the five-factor model of personal style as aframework, results based on a sample of 178 NPD teams suggest that conscientiousness and emotional stability are important variables forNPD success. What is more, depending upon the type of innovation, explicit personal style variables may be more important. Strong support was found for ourproposal that NPD teams working on radical innovations would benefit from amore open leader. Radical NPD teams operate under conditions of market andtechnical uncertainty. More open leaders should be more easily able toencourage and handle new ideas that are necessary for managing radicalinnovations.Implications for selection and training of individuals assigned to leadradical NPD teams are provided.

时 间：2014年6月20日 14:00-16:00

地点：威斯尼斯人wns2233m学术会堂 706会议室

[编辑]：孙颖