Leading engineering teams: leader behaviors related to team performance

The author examines the relationship between leader behaviors and engineering team performance. Data were collected for 18 engineering teams (nine research, nine nonresearch) from manufacturing and aerospace organizations located in Rocky Mountain, Midwest, and East Coast regions of the United States. Results indicate that both team members and leaders believed that providing autonomy and initiating structure were important leader behaviors; however, neither of these behaviors was significantly correlated with team performance as evaluated by managers external to the team. Members also believed that leaders should exhibit personal commitment to the team goal and show consideration for team members. Specific leader behaviors were significantly correlated with team performance only for those teams with a research purpose. For such teams, public relations activities performed by leaders were important