Relationships in R&D teams matter. In my own research, 50% of R&D scientists and engineers said that "other people" were the biggest help to their creativity at work. These R&D professionals had good relationships with others.
On the other hand, one R&D scientist said his biggest help to creativity was "when my boss leaves town." Clearly, that reflected a poor relationship.
Along the same lines, Rasu & Green (R&D Innovator, Volume 3, Number 11; 1994) found that creative output and innovation tended to increase when an R&D team leader had good relationships with team members.
Innovation often involves compromise, downplaying egos, and providing rewards fairly. When team leaders and members had good relationships, a cooperative climate helped R&D success.
Creative output and innovation tended to rise as relationships with the team leader improved. Rasu & Green also found non-material benefits that boosted researcher creativity, including more freedom to pursue new ideas, work on personal projects, and exchange information with people outside the company.
Successful R&D scientists and engineers reported managerial support for risky projects, including emotional and administrative assistance. When faced with technical obstacles, they saw their leaders as more motivating and encouraging, quicker to act on paperwork and financial requests, and less likely to penalize failure. A strong correlation existed between good relationships and managerial support for innovation.
R&D people who had good relationships with their team leader also seemed more committed to the organization. They reported greater inner motivation, higher satisfaction, better attitudes toward innovation, and more willingness to achieve organizational goals. These higher levels of motivation and involvement yielded increased creative output and innovation.
This research suggests that team development activities that improve relationships should take place regularly in R&D.
Rasu & Green believed that when an R&D team leader has good relationships with team members, it becomes emotionally and politically easier for scientists and engineers to produce creative output and innovations. Those in poor relationships with their leader tended to take fewer risks, engage less in unconventional ideas, and muster only the minimum resources needed for the creative process. Leaders also had difficulty motivating R&D people who did not see them as allies.
Rasu & Green also found that charismatic leaders create more meaningful relationships with team members and stimulate the best in their subordinates. This does not diminish the importance of technical expertise, which R&D professionals consider important in team leaders. It is simply not as essential as the ability to inspire, motivate, and energize.
Charismatic leaders excite and inspire. Interpersonal attraction is important in R&D, and these managers created a sense of urgency among the scientists and engineers who reported to them. In turn, these R&D professionals developed more positive attitudes toward innovation. Charismatic leaders also fostered creative output and innovation by generating higher levels of commitment to the company.
What type of leader are you? What relationships do you foster?
Edward Glassman, PhD, was President of Creativity College® and Professor Emeritus at the University of North Carolina at Chapel Hill, where he led the Program for Team Effectiveness and Creativity.