Regardless of numerous accomplishments and appreciable rewards of the
collaboration in cross-functional teams, the impacts of cross-functional teams has
deteriorated in the eyes of business, its ability to deliver having been questioned -
businesses often fail to reap the promised benefits.
While previous research has concentrated on collaboration in cross-functional teams of
new product development, it neglected the outcomes of collaboration in crossfunctional
teams and the leader behaviours that impacts and maintains the
collaboration in cross-functional teams. This research aimed to understand the
perspectives of leaders and subordinates on how leader behaviours could improve the
impacts of collaboration in cross-functional teams. First by exploring the outcomes of
collaboration in cross-functional teams, confirming importance to business, and then
exploring current failures; secondly, by identifying the key leader behaviours that
impacts collaboration in cross-functional teams. Preceding initiatives have been
ineffective in reviving the value of collaboration in cross-functional teams, due to focal
point being new product development collaboration of cross-functional teams and failed
to focus on leader behaviours in cross-functional teams.
This research, therefore, probed the necessities for collaboration entered into and
maintained, looking particularly at leader behaviours which is effective in encouraging
collaboration and involvement of stakeholders in cross-functional teams.
From the research outcomes, the Leader behaviours Impact Model was designed to
set out how collaboration can be established and maintained, optimising the impacts of
the leader behaviours while also diminishing its many failures of collaboration in crossfunctional