ABSTRACT
Nowadays, project management commonly adheres to an agile philosophy, which means projects are often lead by self-organizing, small teams characterized by transfer of decision powers and responsibilities from a single leader to all team members. In such conditions, task execution effectiveness depends mostly on interpersonal relationships within the team. Such an approach thus forces researchers to develop selection methods that allow assessing each team member (or prospective job applicant) with respect to the behavioral and psychological makeup of the entire team instead of applying methods that evaluate the hard skills of individual team members in isolation and how these skills match with the requirements of the vacancy.
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