Effects of participative management on the performance of software development teams
Woo Young Chung, Patricia Josephine Guinan · 1994
Researchers and practitioners advocate a participative management style for improving employee productivity and job satisfaction. Field studies have shown that participation has a modest, yet positive influence on productivity and job satisfaction. For software development teams, however, management approaches such as the notion of the chief programmer suggest that participation might not be productive. Systematic research has not been conducted to investigate the importance of a participative management style when managing software development teams. In this study we examine the relationship between software development team members' participative style and team performance.