| Summary: | 碩士 === 開南管理學院 === 企業管理學系碩士班 === 94 === In the recent years, the rapid change of the industrial environment has forced the companies to adapt their traditional organization types to meet the market. Therefore, the enterprises have been accepting the concept of teamwork to response the environmental requirements. And most companies adopt project teams as a way to promote competitive advantage. However, the project leaders or project managers play important roles since they are in a key position to influence the project team. In other words, the project manager is a pivot of project development whose managerial capability, leadership type and leadership role may have impact on project performance through team interactions. Therefore, facing with the diversity and interdependence of the team, the project managers are in need of applying appropriately leadership behavior theories to enhance project performance. This research attempts to explore the relationships among characteristics of project managers, project leadership behavior and team interaction on the effect of project performance. The survey samples of the research are the enterprises with project organizations located in Taipei and Taoyuan. 260 questionnaires are given to the project managers and members. 202 valid questionnaires are received with about 78% returned rate. This data is first analyzed by exploratory factor analysis through SPSS11.0 statistical software. Then, the research employs LISREL (Linear Structure Relation) to investigate the cause-effect relationships among characteristics of project managers, project leadership behavior, team interaction and project performance and verify the hypotheses from the research. The inferences and implications drawn from the research conclusions are provided to the enterprises while implementing projects in practice. The results show as follows:
1. Characteristics of project managers are positively related to project performance.
2. Characteristics of project managers are positively related to interactions of the project team.
3. Project leadership behaviors have no significant influences on project performance.
4. Project leadership behaviors are positively related to interactions of project team.
5. Interactions of the project team are positively related to project performance.
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