ภาวะผู้นำในการบริหารโครงการพัฒนาผลิตภัณฑ์ใหม่ [Leadership in Managing New Product Development Projects]
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Published:
Aug 31, 2018
Keywords:
Transformational Leadership Transactional Leadership Leissez-faire Leadership New Product Development Teams
Main Article Content
Abstract
The leadership of product project managers plays important roles in managing new product development (NPD) teams in order to make a project successful. However, such teams consist of members from different functional areas, such as marketing, research and development, engineering, production and quality control. Each member has a distinctive working style and is assigned to cooperatively work with one another other throughout the NPD process. In addition, all members are required to intensely and constantly cooperate and often experience conflicts during the project. Therefore, managing NPD teams is challenging and may become a dilemma for the organization.
This article has an objective to build an understanding of different styles of leadership, such as transformational, transactional, and leissez-faire leadership. It also explains the effects of these three leadership styles on the NPD team performance. The content is based on the contingency theory, which explains that different situations require different leadership styles. It contributes to researchers who seek to investigate the impact of leadership styles on NPD project outcomes. In addition, it is useful for management in the organization in order to enhance the capabilities of NPD project managers who then manage NPD team members to work together smoothly in the most effective way.
Article Details
How to Cite
[Chonlatis Darawong] ช. ด. (2018). ภาวะผู้นำในการบริหารโครงการพัฒนาผลิตภัณฑ์ใหม่ [Leadership in Managing New Product Development Projects]. Journal of Business, Innovation and Sustainability (JBIS), 3(2), 18–30. retrieved from https://so02.tci-thaijo.org/index.php/BECJournal/article/view/105187
Section
บทความวิชาการ (Academic article)
References
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10. Darawong, C. (2016). Managing conflict between engineers/R&D and marketers in new product development process. Executive Journal, 36(1), 3-13.
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16. Gellis, Z. D. (2001). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, 25(1), 17-25.
17. Gillespie, N. A. and Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.
18. Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476.
19. Lee, P. K. C., Cheng, T. C. E. and Yeung, A. C. L. (2011). An empirical study of transformational leadership, team performance and service quality in retail banks. Omega, 39(6), 690-701.
20. Liu, J., Siu, O. L. and Shi, K. (2010). Transformational leadership and employee well-being: The mediating role of trust in the leader and self-efficacy. Applied Psychology, 59(3), 454-479.
21. Nguyen, H. N. and Mohamed, S. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), 206-224.
22. Nielsen, K. and Daniels, K. (2012). Does shared and differentiated transformational leadership predict followers' working conditions and well-being?. Leadership Quarterly, 23(3), 383-397.
23. Pieterse, A. N., Knippenberg, D. V., Schippers, M. and Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609-623.
24. Saeed, T., Almas, S., Anis-ul-Haq, M. and Niazi, G. (2014). Leadership styles: Relationship with conflict management styles. Internatinal Journal of Conflict Management, 25(3), 214-225.
25. Sheng, S., Zhou, K. Z. and Lessassy, L. (2013). NPD speed VS. innovativeness: The contingent impact of institutional and market environments. Journal of Business Research, 66(11), 2355-2362.
26. Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. and Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80-92.
27. Spinelli, R. J. (2006). The applicability of Bass's model of transformational, transactional and laissez-faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 11-18.
28. Sun, W., Xu, A. and Shang, Y. (2014). Transformational leadership, team climate and team performance within the NPD team: Evidence from China. Asia Pacific Journal of Management, 31(1), 127-147.
29. Sungphaya, C. and Srisopa, Y. (2016). Transformational leadership of school administrators effected on the efficiency of working as a team of teachers under the jurisdiction of secondary educational service area office 9. Journal of Silpakorn Research, 8(2), 318-333.
30. Unger, D. and Eppinger, S. (2010). Improving product development process design: A method for managing information flows, risks and iterations. Journal of Engineering Design, 22(10), 1-11.
32. Wang, G., Oh, I.-S., Courtright, S. H. and Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group and Organization Management, 36(2), 223-270.
33. Zhang, X., Cao, Q. and Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. Journal of Management Studies, 48(7), 1586-1611.
2. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951-968
3. Bass, B. M. (1990a). Bass and Stogdill’s handbook of leadership: Theory, research and managerial applications. New York: Free Press.
4. Bass, B. M. (1990b). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
5. Bass, B. M. and Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team and organizational development. In R. W. Woodman and W. A Pasmor. (Eds.), Research in organizational change and development (Vol.4, pp. 231-272). CT: JAI Press.
6. Bass, B. M., Avolio, B. J., Jung, D. I. and Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.
7. Braun, S., Peus, C., Weisweiler, S. and Frey, D. (2013). Transformational leadership, job satisfaction and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
8. Chaudhry, A. Q. and Javed, H. (2012). Impact of transactional and laissez faire leadership style on motivation. International Journal of Business and Social Science, 3(7), 258-264.
9. Clarke, S. (2013). Safety leadership: A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of Occupational and Organizational Psychology, 86(1), 22-49.
10. Darawong, C. (2016). Managing conflict between engineers/R&D and marketers in new product development process. Executive Journal, 36(1), 3-13.
11. Darawong, C. (2017). Enhancing dynamic capability of new product development teams in responding to shifting business environment. Journal of Business, Economics and Communications, 12(1), 22-31.
12. Dewar, R. D. and Dutton, J. E. (1986). The adoption of radical and incremental innovations: An empirical analysis. Management Science, 32(11), 1422-1433.
13. Ettlie, J. E., Bridges W. P. and OKeefe, R. D. (1984). Organization strategy and structural differences for radical versus incremental innovation. Management Science, 30(6), 682-695.
14. Fiedler, F. E. (1967). A theory of effective leadership effectiveness. New York: McGraw–Hill.
15. Garcia-Morales, V. J., Jimenez-Barrionuevo, M. M. and Gutierrez-Gutierrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040-1050.
16. Gellis, Z. D. (2001). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, 25(1), 17-25.
17. Gillespie, N. A. and Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.
18. Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476.
19. Lee, P. K. C., Cheng, T. C. E. and Yeung, A. C. L. (2011). An empirical study of transformational leadership, team performance and service quality in retail banks. Omega, 39(6), 690-701.
20. Liu, J., Siu, O. L. and Shi, K. (2010). Transformational leadership and employee well-being: The mediating role of trust in the leader and self-efficacy. Applied Psychology, 59(3), 454-479.
21. Nguyen, H. N. and Mohamed, S. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), 206-224.
22. Nielsen, K. and Daniels, K. (2012). Does shared and differentiated transformational leadership predict followers' working conditions and well-being?. Leadership Quarterly, 23(3), 383-397.
23. Pieterse, A. N., Knippenberg, D. V., Schippers, M. and Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609-623.
24. Saeed, T., Almas, S., Anis-ul-Haq, M. and Niazi, G. (2014). Leadership styles: Relationship with conflict management styles. Internatinal Journal of Conflict Management, 25(3), 214-225.
25. Sheng, S., Zhou, K. Z. and Lessassy, L. (2013). NPD speed VS. innovativeness: The contingent impact of institutional and market environments. Journal of Business Research, 66(11), 2355-2362.
26. Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S. and Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80-92.
27. Spinelli, R. J. (2006). The applicability of Bass's model of transformational, transactional and laissez-faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 11-18.
28. Sun, W., Xu, A. and Shang, Y. (2014). Transformational leadership, team climate and team performance within the NPD team: Evidence from China. Asia Pacific Journal of Management, 31(1), 127-147.
29. Sungphaya, C. and Srisopa, Y. (2016). Transformational leadership of school administrators effected on the efficiency of working as a team of teachers under the jurisdiction of secondary educational service area office 9. Journal of Silpakorn Research, 8(2), 318-333.
30. Unger, D. and Eppinger, S. (2010). Improving product development process design: A method for managing information flows, risks and iterations. Journal of Engineering Design, 22(10), 1-11.
32. Wang, G., Oh, I.-S., Courtright, S. H. and Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group and Organization Management, 36(2), 223-270.
33. Zhang, X., Cao, Q. and Tjosvold, D. (2011). Linking transformational leadership and team performance: A conflict management approach. Journal of Management Studies, 48(7), 1586-1611.
