Critical success factors for developmental team projects
Abstract
Purpose
This paper aims to explore a leadership development intervention activity to solve an organisational problem and seeks to identify critical success factors for the design and delivery of such activities.
Design/methodology/approach
This is a case study employing a mixed‐method approach within an action research methodology. The participants were a student group of 19, plus the teaching team and client‐training adviser. The project used questionnaires for identifying and ranking critical success factors and focus groups to explore transferability and other issues. These were supplemented by e‐mail and telephone communications.
Findings
The critical success factors involved people, task, process, and location and facilities dimensions. Most were deemed transferable, but with certain warnings about key factors.
Research limitations/implications
This is a small‐scale study and issues of transferability of findings are acknowledged. Contextual details are presented to reduce the effect of the limitation.
Practical implications
The findings are of high practical value for leadership development and for organisations seeking new ways of addressing organisational challenges using internal staff.
Originality/value
The paper has value in its practical and theoretical contribution. The identification of critical success factors for such intervention activities is new and the opportunity for application adds further value to the work.
Keywords
Citation
Dexter, B. (2010), "Critical success factors for developmental team projects", Team Performance Management, Vol. 16 No. 7/8, pp. 343-358. https://doi.org/10.1108/13527591011090637
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited