Many hard-driving leaders believe the technical competencies of individuals are far more important than the soft skills in making them the most value added to the organization. These no-nonsense leaders think the "touch-feely" skills of communicating well, listening well, interacting well, and motivating one another are in the realm of "hocus-pocus", and, thus, see no real value to the tough-minded business person's success in the organization. In this paper, we shall look into how organizational behavior as a vital ingredient in the development of the information technology work force, be they leaders, team members or individual contributors. In addition, we shall discuss how the study and practice of organizational behavior can make a difference in the operation of information technology.…
