Date of Award
Doctor of Philosophy (PhD)
Miller, Ph.D. Daniel M.
Building on transformational leadership theory, 43 individuals from various new product development (NPD) teams were studied to understand the relationship between the project managersâ€™ use of lateral influence tactics and team commitment as perceived by new product development team members. An explanatory correlational study was conducted to examine these relationships. Data were collected via questionnaire about each NPD team memberâ€™s view of the project managerâ€™s use of lateral influence tactics and the NPD team memberâ€™s perception of team commitment. Perceptions of procedural justice were also tested for mediation. The study found that there is a moderate positive relationship between each independent variable and the dependent variable. However, one of the hypotheses for mediation was not supported. Overall, the results reflect a positive association between the NPD team memberâ€™s perception of the project managerâ€™s use of influence tactics and his/her psychological attachment to the new product development workgroup. This study contributes to the literature by examining the strength of lateral influence tactics when applied to teams to gain interpersonal outcomes in new product development environments. Also, this study expands the body of research because it measures the thoughts and attitudes of the NPD team members as a result of the project managerâ€™s initiation of these influence tactics.
Cook, Rochelle Evangeline, "Project Managersâ€™ Use Of Lateral Influence Tactics To Achieve Team Commitment In New Product Development Environments As Perceived By New Product Development Team Members" (2015). Dissertations. 106.