Managing creative individuals in high-technology research projects

Managing creative research scientists, engineers, and scholars requires special skills. Based on their observations of a unique government — industry — university research project, the authors provide prescriptions for sharpening project management skills in three critical areas: 1) conducting values analysis; 2) adopting an appropriate leadership style; and 3) avoiding or reducing demotivators. Explicit attention to values analysis and goal setting at the outset of a project, utilizing an egalitarian participative leadership style which balances technical and interpersonal concerns, can substantially reduce subsequent demotivation of project staff, and ultimately enhance project performance.