主题：Leading projects: What isthe optimum leader personal style needed for success in project-based work? Doesthe optimum leader personal style vary depending on the type of innovation andlevel of uncertainty?            

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

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 ManagementJournal》、《International Journal of Innovation andTechnology Management》等学术期刊上发表论文20多篇。

ABSTRACT            

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

Teamsdeveloping innovations work in a context ripe withuncertainty, and handlingthis uncertainty places special demands on theleaders of such teams.Using thefive-factor model of personal style as aframework, results based on a sample of178 NPD teams suggest that conscientiousness and emotional stability areimportant variables forNPD success. What is more, depending upon the type ofinnovation, explicit personal style variables may be more important. Strongsupport was found for ourproposal that NPD teams working on radical innovationswould benefit from amore open leader. Radical NPD teams operate underconditions of market andtechnical uncertainty. More open leaders should be moreeasily able toencourage and handle new ideas that are necessary for managing radicalinnovations.Implicationsfor selection and training of individuals assigned to leadradical NPD teams areprovided.

时 间：2014年6月20日 14:00-16:00 

地点：12BET学术会堂706会议室