Examining the Effect of the Transformational Leader on Software Quality

  • Authors:

  • Monica J. Parzinger;Ravi Nath;Mary A. Lemons

  • Affiliations:

  • St. Mary's University, School of Business and Administration, One Camino Santa Maria, San Antonio, Texas 78228 mparzin@alvin.stmarytx.edu;College of Business Administration, Creighton University, Omaha, Nebraska 68178 http://ecommerce.creighton.edu;The University of Tennessee at Martin, School of Business Administration, S.B.A. 131, Martin, Tennessee 38238 mlemons@utm.edu

  • Venue:
  • Software Quality Control
  • Year:
  • 2001

Quantified Score

Hi-index 0.00

Visualization

Abstract

Developing and maintaining quality software is paramount in the information-intensive society. A myriad of concepts, tools and techniques exist that can be employed to improve the quality of software and at the same time increase developmental efficiencies. Approaches used by many software development units include: Capability Maturity Model (CMM), Total Quality Management (TQM), and ISO 9000-3. Implementation of these approaches without appropriate management oversight does not guarantee success. This study examines the role of the manager vis-à-vis “leadership style” with software quality. Data collected using a questionnaire administered to members of the American Society for Quality (ASQ) - Software Division, suggest that the Transformational leadership style of the manager has a significant positive relationship with the quality of the software developed.