Project Managers' Use of Lateral Influence Tactics to Achieve Team Commitment in New Product Development Environments: A Conceptual Theoretical Comparative Analysis

摘要

A comparative analysis between two theoretical frameworks - transformational and complexity leadership - is conducted to show how each magnifies a societal issue - how project managers who lack formal authority use lateral influence tactics to achieve team commitment in new product development environments. Findings from recent literature are analyzed through each lens. Propositions and opportunities for future research are discussed. This paper describes how each theory projects leadership practices applied in environments where systematic and creative processes are required to produce revolutionary outcomes.