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A behavioral framework for highly effective technical executives

机译：高效技术主管的行为框架

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Purpose - This paper aims to provide a deeper understanding of behaviors effective technical managers and executives use to lead complex projects, programs and organizations. Design/methodology/approach - Described is a qualitative study to identify and document behaviors and attributes of effective technical executives at NASA. Methods included observation, shadowing and interviews with 14 NASA executives, who possessed a technical background and a systems orientation, and whom agency leadership identified as highly effective in their roles. Included also is a review of related theoretical and empirical scholarship on leadership and managerial effectiveness, focusing on research describing leaders' behaviors and competencies and approaches to deal with project and organizational complexity. Findings - The study surfaced 225 observable behaviors clustered into 54 elements, within six broad themes: leadership, attitudes and attributes (including executive presence), communication, problem solving and systems thinking, political savvy and strategic thinking. Research limitations/implications - Limitations include the small number of executives interviewed for 60-90 minutes and observed for a brief period. Future studies might include more executives, from a variety of organizations, and/or employ a quantitative approach based on or incorporating these findings. Practical implications - The study's rich data will serve as a framework to help develop technical executives where complexity and technology drive the need for systems-oriented leaders with technical backgrounds. Originality/value - The study and literature review provide a context for a deeper understanding of technical leaders' behaviors and use of systems thinking within complex situations.
机译：目的-本文旨在更深入地了解有效的技术经理和行政人员用来领导复杂项目，计划和组织的行为。设计/方法/方法-描述性研究是对NASA有效技术主管的行为和属性进行识别和记录的定性研究。方法包括观察，掩盖和采访14位NASA高管，他们具有技术背景和系统定位，并且机构领导层认为他们的职责非常有效。还包括对有关领导力和管理有效性的相关理论和实证研究的回顾，重点是描述领导者的行为和能力以及解决项目和组织复杂性的方法的研究。调查结果-该研究将225种可观察到的行为分为54个要素，分为六大主题：领导力，态度和属性（包括高管人员存在），沟通，解决问题和系统思考，政治头脑和战略思维。研究局限性/含义-局限性包括少数接受60-90分钟面试并观察了一段时间的高管。未来的研究可能会包括来自不同组织的更多高管，和/或基于或结合这些发现，采用定量方法。实际意义-该研究的丰富数据将作为一个框架来帮助发展技术主管，因为复杂性和技术推动了对具有技术背景的面向系统的领导者的需求。原创性/价值-研究和文献综述为深入了解技术领导者的行为以及在复杂情况下使用系统思维提供了背景。

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