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1 – 10 of over 60000Lan Luo, Limao Zhang, Xian Zheng and Guangdong Wu
This paper proposes a novel hybrid simulation approach that incorporates the structural equation model (SEM) and system dynamics (SD) to investigate the impacts of leadership…
Abstract
Purpose
This paper proposes a novel hybrid simulation approach that incorporates the structural equation model (SEM) and system dynamics (SD) to investigate the impacts of leadership dynamics on project performance under different scenarios.
Design/methodology/approach
SEM is used to identify and validate a correlation between leadership variables and project performance statically. On this basis, the SD model is constructed to depict a system model connecting the leadership and project performance. Different scenarios are simulated to dynamically model the variation in leadership on the evolution of project performance.
Findings
Results indicate that (1) leadership can be divided into personal ability, relationship atmosphere and organizational strategy in complex construction projects; (2) personal ability, relationship atmosphere and organizational strategy positively correlate with project performance over time; and (3) L1 (stress management ability), L7 (team building) and L17 (institution support) are the leading factors influencing project performance and should be paid more attention under limited resources.
Originality/value
This research contributes to (1) the state of the knowledge by proposing a hybrid methodology that can systematically model the impacts of leadership dynamics on project performance over time and (2) the state of the practice by gaining a better understanding of the strategy of resource distribution for enhancing project performance in complex construction projects.
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Phil Nixon, Megan Harrington and David Parker
This paper seeks to review the current literature in order to explore how performance of leadership in project management determines project outcomes. The specific causes of…
Abstract
Purpose
This paper seeks to review the current literature in order to explore how performance of leadership in project management determines project outcomes. The specific causes of project success or failure have been an area of much debate in the project management literature. Performance of leadership has been cited as a critical success factor, determining either the success or failure of a project.
Design/methodology/approach
An extensive literature review has been undertaken to explore our understanding of how project leadership performance impacts on project outcome.
Findings
The mechanisms through which leadership may impact on outcomes are considered. Implications include the need for project managers to prioritize training in leadership skills, and the need for continuous professional improvement to enhance leadership outcomes. No single leadership model is appropriate throughout the duration of the project. Performance, therefore, must be modified to align with the stages of the project duration.
Research limitations/implications
While the literature has given meaningful insights into leadership of projects, there has been little research into performance management of project leadership. The work is the basis of developing a research agenda and establishing a conceptual framework. The opportunity exists, based on this work, for carrying out research on project leadership performance and its effect on project outcomes.
Practical implications
Insightful learning has been achieved into project leadership and the failing of practitioners in appropriate training and development at various stages of the projects life cycle.
Social implications
Projects and project‐based management, delivered nationally and internationally, are of significant importance to organizations. Increasing understanding of the implications of leadership performance, therefore, is of critical importance.
Originality/value
The literature review has identified significant limitation in project leadership performance management. It is anticipated that this work will trigger further research.
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Muhammad Zada, Jawad Khan, Imran Saeed, Shagufta Zada and Zhang Yong Jun
The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the…
Abstract
Purpose
The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.
Design/methodology/approach
A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.
Findings
The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.
Research limitations/implications
Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.
Practical implications
Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes.
Originality/value
The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.
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Choiwai Maggie Chak, Lara Carminati and Celeste P.M. Wilderom
Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources…
Abstract
Purpose
Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources, enhance high project performance in community-academic health partnerships.
Design/methodology/approach
With a sequential explanatory mixed-method research design, data were collected through a survey (N = 318) and semi-structured interviews (N = 21). A hypothesised three-path mediation model was tested using structural equation modelling with bootstrapping. Qualitative data were examined using thematic analysis.
Findings
Project workers’ hope, goal-commitment and -stress: (1) fully mediate the hypothesised relationship between highly collaborative project leadership and high project performance; and (2) partially mediate the relationship between financial project resources and high project performance. The qualitative data corroborate and deepen these findings, revealing the crucial role of hope as a cognitive-motivational facilitator in project workers’ ability to cope with challenges.
Practical implications
Project leaders should promote project workers’ goal commitment, reduce their goal stress and boost project performance by securing financial project resources or reinforcing workers’ hope, e.g. by fostering collaborative project leadership.
Originality/value
The findings contribute to the project management and JD-R literature by considering the joint effects of project workers’ hope and two commonly studied project resources (collaborative project leadership and financial project resources) on high project performance. Moreover, we demonstrate the importance of the goal-setting and JD-R theories for understanding complex health-promotion projects connecting academic to community work.
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Junwei Zheng, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li and Bingsheng Liu
This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and…
Abstract
Purpose
This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.
Design/methodology/approach
Polynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.
Findings
Four leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.
Originality/value
This study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.
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Junwei Zheng, Yu Gu, Zhenduo Zhang, Hongtao Xie, Peikai Li and Hongyang Li
While existing literature emphasizes the importance of empowerment in construction projects, the working mechanisms of empowering leadership in the project context are unclear…
Abstract
Purpose
While existing literature emphasizes the importance of empowerment in construction projects, the working mechanisms of empowering leadership in the project context are unclear. Based on conservation of resources (COR) theory, this study aimed to examine the relationship between empowering leadership and project performance, highlighting the mediation roles of creative self-efficacy and leadermember exchange and the moderation role of perceived overqualification.
Design/methodology/approach
The authors collected data from 287 project members in different projects and tested the integrated conceptual model through moderated mediation analysis with bootstrapping strategy.
Findings
The results revealed that empowering leadership was positively related to project performance through creative self-efficacy and leader–member exchange. Perceived overqualification served as significant moderator.
Originality/value
The findings contribute to the understanding of empowering leadership in projects by verifying and extending the resource acquisition and investment process in the project context. The results of this study also demonstrated that creative belief and social exchange facilitate the effectiveness of project members' task efforts and outcomes and that perceived overqualification might not exert a detrimental effect on project performance.
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J. Rodney Turner, Ralf Müller and Vic Dulewicz
The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.
Abstract
Purpose
The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.
Design/methodology/approach
Leadership styles of 414 project managers were assessed using a validated research instrument, the leadership development questionnaire. The results were compared with the leadership profiles of over 1,000 functional managers, assessed with the same instrument. Quantitative analysis techniques were used to identify significant differences in the leadership styles of project managers when compared to functional managers. Correlations between leadership competences and leadership performance and follower commitment of project managers were compared with those of functional managers.
Findings
The paper finds that project managers score higher than functional managers on conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development competencies. The correlation between the fit of project managers to their organizational context and their leadership performance and follower commitment was calculated.
Research limitations/implications
Comparisons show differences in leadership competences for functional and project managers. Managers in general management roles should be trained to a lesser extent in managerial and intellectual competences than those in project management roles. However, solid training in emotional competences is needed for success in both managerial roles.
Originality/value
The differences in leadership competences of project managers and line managers from industry and government are identified.
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Li‐Ren Yang, Hsiu‐Feng Yen and Yu‐Fu Chiang
The purpose of this paper is, primarily, to investigate the relationships of the project leader's competencies with job satisfaction, and their impact on project performance. The…
Abstract
Purpose
The purpose of this paper is, primarily, to investigate the relationships of the project leader's competencies with job satisfaction, and their impact on project performance. The second objective is to determine whether job satisfaction plays a mediating role in the relationship between leadership competency and project performance. The third objective is to examine the moderating role of project type in the relationship between job satisfaction and project performance.
Design/methodology/approach
To address the primary aims, a questionnaire‐based survey was used to measure the project leader’s competency, the job satisfaction of team members, and the performance of projects in the Taiwanese police departments. The structural equation modeling (SEM) approach was used to validate the research model.
Findings
The results show that job satisfaction mediates the effects of leadership competency on project performance. Furthermore, these results prove that complexity, workload, method, and project duration have a moderating effect on the relationship between job satisfaction and project schedule success.
Research limitations/implications
The research was limited to inspecting projects in the Taiwanese police departments. The data analyzed in this study are project‐specific.
Practical implications
This paper reports on the findings about leadership benefits and provides recommendations for improving police project performance.
Originality/value
This research is the first to provide empirical evidence that supports the expectation of improving police project performance by developing leadership competencies. Findings from this study are helpful to project leaders in deciding whether to develop certain competencies.
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Shamas‐ur‐Rehman Toor and Stephen Ogunlana
A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so‐called “dark side of leadership”, or negative personal…
Abstract
Purpose
A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so‐called “dark side of leadership”, or negative personal traits of leaders, has received relatively less attention. Also, in practice, leadership is mostly evaluated in terms of the positive traits and strengths of leaders, even though certain organizational factors and followers' characteristics significantly contribute to the effectiveness or ineffectiveness of leaders. This paper aims to examine the negative personal attributes and organizational factors – termed “organizational neutralizers” – that impede the leadership effectiveness of project managers on construction projects.
Design/methodology/approach
To achieve the research objectives, questionnaire surveys and interviews are conducted on a large construction project in Thailand. In total, 78 questionnaires and 35 interviews are conducted with project managers, deputy project managers, and other senior managers working for various stakeholders involved in the construction of the Second Bangkok International Airport (SBIA).
Findings
Findings reveal that wrongful use of power, poor communication, and low experience are the leading negative personal factors which make project leaders appear incompetent and ineffective in the workplace. Also, organizational factors that hinder the leadership performance of project managers include: lack of resources, lack of planning and control, lack of synergy between performance and goals, and lack of higher management support.
Practical implications
Practical implications are discussed for the selection and development of project managers and project staff, personnel performance management, and improvements in organizational culture, strategy, and approach towards project management.
Original/value
The research findings presented here show that certain negative attributes of leaders and organizational factors can impede leadership effectiveness and performance. A number of possible directions are proposed in which future research can be directed to explore what hinders project managers from performing their leadership roles more effectively in construction projects.
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Miriam Muethel and Martin Hoegl
Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research…
Abstract
Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.