| United States government intelligence IT project managers lack effective interpersonal communication skills during leadership interactions with their IT contractor(s). The purpose of the qualitative, phenomenological case study, using a modified van Kaam method by Moustakas (1994), explored the experiences and perceptions of a sample of 20 government intelligence IT project managers, from Washington, DC. The study identified how interpersonal communication interaction with their IT contractor(s) affected intelligence organization's performance effectiveness and efficiency. The study found that many IT leaders in the intelligence community (IC) lacked interpersonal communication skills and transformation leadership competencies. The research suggested that ineffective interpersonal communications between IT leaders, IT project managers and IT contractors affected IT projects and organizational IT projects outcomes. Findings from the study indicated that cultural climates exist within the IC that negatively affect the relationship among IT leaders, IT project managers and IT contractors. Data from the study indicated that improved interpersonal communication encouraged clarity and minimized ambiguity when government intelligence IT project managers are leveraging leadership interactions with IT contractors, leadership, stakeholders, and customers. |
