This is invaluable across a software development organization this enterprise content and code management system becomes the system of record serving all projects over time. Invariably when there is a relatively large group of subordinates all working on a project, and the pressure and stress to excel reaches a high level, morale at times can supper and hidden agendas emerge. This aspect of hidden agendas is particularly evident in highly visible, highly stressful projects (Bowen, Wyrley-Birch, 1995). The best possible strategies for managing hidden agendas is to be open, honest and show trust to the subordinates who are the most closed and tend to be the most distant on stressful projects. To be trusted, a leader needs to show they trust their subordinates (Hui-Ling, Yu-Hsuan, 2011). Often hidden agendas proliferate when a subordinate doesn't see they have a voice in the process. In this situation it is best for a leader to become more collaboratively focused, inviting everyone into the project more and ensuring they are more involved and have a voice in the direction of the project overall (Hui-Ling, Yu-Hsuan, 2011). Finally...

These factors, combined with exceptional levels of transformational leadership skills including individualized consideration, intellectual stimulation, inspirational motivation and idealization motivation combine to deliver strong results and a cohesive team over time (Hui-Ling, Yu-Hsuan, 2011).
References

Bowen, P.A., & Wyrley-Birch, M. (1995). The effectiveness of project management as a design team organizational structure. Transactions of AACE International,, HROT31-HROT35.

Hui-Ling, T., & Yu-Hsuan, C. (2011). Effects of empowering leadership on performance in management team. Journal of Chinese Human Resources Management, 2(1), 43-60.

Manager of Information Technology

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