In today's knowledge-driven business environment, research and development teams face particular challenges as their purpose is to discover and/or develop new concepts, products, or processes; the pressure to perform is intense. A year-long study of 58 R&D project teams set out to identify the factors that distinguish the successful teams from the under-performers. The resulting book argues that a substantial part of a team's success is not dependent on the type of work (fundamental research vs. product development), the institutional environment (corporate vs. public), or even provision of resources--but leadership. Successful team leaders employ a "transformational" style that inspires and motivates team members to perform at their best; they set clear goals and tasks; they establish an environment of mutual trust and respect; and they are skilled politicians who liaise with external "stakeholders"--including customers, senior managers, service providers, and regulators--to gain...

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