一句话：通过混合方法实证研究，构建软件工程经理特质框架，发现技术能力并非优秀管理者的标志。
软件工程研究已考察工具、技能等影响工程师与团队绩效的因素，却较少关注工程经理本身；同时业界急需基于证据的管理指导。本文采用混合方法实证研究，调查开发者与工程经理对经理特质的认知及原因，并据此提出经理特质的概念框架。统计分析揭示了工程师和管理者在观点上的关联，以及软件工程群体与其他知识工作群体的差异。关键发现是：技术能力并不是工程经理卓越的标志。该工作为理解和改进软件工程管理提供了实证基础与概念框架。
Having great managers is as critical to success as having a good team or organization. A great manager is seen as fuelling the team they manage, enabling it to use its full potential. Though software engineering research studies factors that may affect the performance and productivity of software engineers and teams (like tools and skill), it has overlooked the software engineering manager. On the one hand, experts are questioning how the abundant work in management applies to software engineering. On the other hand, practitioners are looking to researchers for evidence-based guidance on how to manage software teams. We conducted a mixed methods empirical study to investigate what manager attributes developers and engineering managers perceive important and why. We present a conceptual framework of manager attributes, and find that technical skills are not the sign of greatness for an engineering manager. Through statistical analysis we identify how engineers and managers relate in their views, and how software engineering differs from other knowledge work groups.
DOI 原文 ·
@inproceedings{paperbot4500,
title = {What makes a great manager of software engineers?},
author = {Eirini Kalliamvakou and Christian Bird and Thomas Zimmermann and Andrew Begel and Robert DeLine and Daniel M. German},
booktitle = {ICSE},
year = {2018},
doi = {10.1145/3180155.3182525}
}