ABSTRACT
E. J. Hoffman, C. S. Kinlaw, and D. C. Kinlaw found evidence that the project manager plays an extremely important role in project management team development. Although the consequences may not have been as disastrous as that recounted by P. F. Levy, clearly teams’ performance levels were compromised by having no one present in the manager role. The manager must ensure that these changes will not be disruptive. If they are disruptive, then approval needs to be sought from the rest of the organization. The team manager’s role is to help in identifying the various constituent groups that should be providing feedback to the team. At the bare minimum, the manager provides his or her own perspective to the team members about how well they are meeting expectations. In addition, as the manager role includes being the primary point of contact between the team and the rest of the organization, it is expected that the manager also secures organization-wide summative performance feedback for the team.
