The leadership behaviors of team leaders in virtual new product development (NPD) organizations is believed to be a significant factor in the motivation of virtual team members engaged in NPD. This study both complements and departs from previous studies related to leadership issues in NPD by adding the dimension of virtual team (i.e., a workgroup of individuals that are geographically dispersed and communicating via a mediating technology) and focusing on a single dependent variable, team member motivation, an underlying and fundamental aspect of NPD team performance. This research was conducted as a quantitative study and used a survey instrument developed by the researcher to collect attitudinal data from virtual NPD team members engaged in the development of medical devices, industrial equipment, and consumer electronics products. Using Pearson product moment correlation, multiple regression, and principle components factor analyses, the research (a) investigated the relationship between leadership behaviors and team member motivation; (b) investigated the relationships between goal-path, leader-member exchange, and transformational leadership behaviors and team member motivation; and (c) identified two complementary leadership behavior factors deemed relevant to team member motivation in virtual NPD teams. Statistical techniques were used to analyze the quantitative cross sectional survey data collected from 104 virtual NPD team members. The results suggest a combination of selected transactional and transformational leadership behaviors are beneficial in motivating team members serving on virtual NPD teams.
|Adviser||Johnny L. Morris|
|Subjects||Management; Occupational psychology|
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