Social and Behavioral Influences on Team Process

Abstract

Individual team members can be instrumental to the success or failure of a project. This article will explore social and behavioral influences of an individual on the project team and how those behaviors impact the team's social behaviors. Literature review is used to present a discussion of the development of self-identity and an explanation of how an individual's social and behavioral tendencies can influence the formation of social identity, group emotion, group mood, and emotional intelligence. Using literature review findings, a model is developed to demonstrate the progressive stages of social and behavioral development from the self to the team, as related to team process development. In conclusion, a list of recommendations for managing team members at each stage of team development is presented.

From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

“…Many researchers have investigated the effects of project manager personality on project outcomes. Scholars have examined personality and types of projects (Dvir, Sadeh, & Malach‐Pines, 2006); specific personality traits such as conscientiousness and openness (Thal & Bedingfield, 2010); executives' overall preferences for soft skills (Stevenson & Starkweather, 2010); project manager leadership competencies (Geoghehan & Dulewicz, 2008); project manager's emotional intelligence (Adams & Anantatmula, 2010) and Myers‐Briggs personality type; and manager motivations (Dolfi & Andrews, 2007) among others. We hope to build on this stream of necessary research by combining many concepts into a much larger theoretical model while adding other necessary project manager dimensions (communication apprehension, self‐monitoring, innovativeness, and change orientation), which have received little, if any, attention in the project management literature.…”

“…Subsequently, being aware of their own EI and being willing to guide one's own feelings and actions, individuals are asked to monitor themselves and others for optimum self, team, and organizational performance (Goleman, 2001). The study and importance of emotional intelligence have been given consideration in the project management literature (Adams & Anantatmula, 2010; Clarke, 2010; Othman, Abdulah, and Ahmad, 2009; Geoghegan & Dulewicz, 2008). Pre‐dating the study of emotional intelligence, which includes self‐awareness and governing, was the study of “self‐monitoring.”…”

Role and impact of social relationships and networks in a software project team environment – a conceptual framework

“…Social relationships and networks will develop and evolve within IT project teams and need to be harnessed to the advantage of the project to improve the likelihood of a successful outcome. This is also supported by Adams et al (2010) who state that:…”

“…Based on the work of Leonard (2002) and Adams et al (2010), one can argue that the basis of any 'healthy' working environment for a project team would be an environment where sound social relationships prevail most of the time. In this regard, it is important to take note of the abstract elements of the definition of a sound relationship as per Leonard (2002 Leonard (2002) During the initiation process, end users and the IT department (IT professionals) start working together as parties negotiating the terms and means of a specific software project.…”

“…It follows that the forming of sound relationships inside or outside the project team for the purpose of achieving better results on project related activities should have a positive impact on individual member performance. Leonard (2002) and Adams et al (2010) …”