Analysis of project managers’ leadership competencies

Podgórska, Marzena; Pichlak, Magdalena

doi:10.1108/ijmpb-08-2018-0149

Cited by 79 publications

(92 citation statements)

References 70 publications

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“…The collective capacity of corporate executives in absorbing new knowledge, which is combined with existing knowledge, can produce a portfolio of competencies for professional corporate executives [54]. Dynamic leadership capabilities act as a driving force for the company's survival and growth [82]. In addition, companies capable of mobilizing new knowledge can support the improvement of managers' dynamic capabilities to create superior value from their resources to stay ahead of competitors [52].…”

Section: Propositionmentioning

confidence: 99%

Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia

Koentjoro¹,

Gunawan

2020

Journal of Open Innovation: Technology, Market, and Complexity

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Family businesses often face significant challenges while trying to develop and increase their sustainability throughout generations. This is often due to their inability to properly manage the knowledge required to develop their resources to increase sustainability. Therefore, this study examines the relationship between processes of managing knowledge, dynamic capabilities, and innovative performance in an Indonesian family company in order to improve business performance. This is qualitative research with a single case study used to obtain data from nineparticipants in an Indonesian family company (“Ardiles”) that focuses on footwear. The findings showed that a family company that mobilizes knowledge can improve its members’ dynamic capabilities for proper business management and growth. Furthermore, the frequent process of mobilizing knowledge improves family members’ dynamic capabilities to create new ideas. This creative process helps to improve its innovative performance, thereby creating a sustainable competitive advantage among family companies.

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Section: Propositionmentioning

confidence: 99%

Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia

Koentjoro¹,

Gunawan

2020

Journal of Open Innovation: Technology, Market, and Complexity

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“…Initially, the term was defined as iron triangles of cost, time, and quality. Subsequently, project success is considered the satisfaction of stakeholders and linked to the strategic aspects of the organization [4,23,24]. Project success should be related to distinct project success factor and project success criteria.…”

Section: Project Success Factormentioning

confidence: 99%

“…Independent variables are "competency of team member" based on the LDQs (The Leadership Questionnaire Dimensions) studies by Podgórska and Pichlak [4] and Dulewicz and Higgs [14]. The three questionnaire items were composed as emotional competence, managerial competence, and intellectual competence for team members who perform the project.…”

Section: Questionnaire Itemsmentioning

confidence: 99%

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The Competence of Project Team Members and Success Factors with Open Innovation

Choi

2020

Journal of Open Innovation: Technology, Market, and Complexity

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The purpose of this paper is to examine the relationship between emotional, managerial, and intellectual competence of team members, which refer to the LDQ (Leadership Development Questionnaire) and impact on project success. (1) Background: Large and complex projects are being conducted in a dynamic business environment. The need for capabilities and managerial aspects of participants of the project for business performance increases. (2) Methods: A questionnaire survey was conducted on 164 project management professionals in various industries from Korea. The structural equation modeling technique was performed to establish the effect of competence of team members on project success factor. (3) Results: The results provided empirical support for the impact of team members’ competencies on project success factor. Moreover, there is no difference in the perception of the impact of team members’ competencies on project success factor, depending on their roles, such as project manager and team member. (4) Results: In this paper, the importance of the competence of team members in accordance with the project manager was presented. The findings of this study suggest the strategic direction of the members at this point when corporate innovation is needed.

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“…By using collected 52 project data points, it was found that eight different dimensions of project leadership competencies were statistically related to two out of three dimensions of project performance. Podgórska and Pichlak (2019) analyzed the relationship between the leadership competencies of Polish project leader and the project success using project type as the moderating influence. From the surveyed respondents of 102 project managers and 11 senior project managers, the result pinpointed that the project success was influenced by certain leadership competencies, depending on the type of the project.…”

Section: Project Leadership Vs Project Performancementioning

confidence: 99%

Leadership profiles of successful project managers in Indonesia

Hartono

Sulistyo

Umam

2019

JIEM

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Purpose: This study examines the possible relationship between leadership competency and project performance within an Indonesia project-based organization setting. Four mediating variables are considered in the analysis: industry type, project complexity, project strategic value, and contract type.Design/methodology/approach: A cross-sectional quantitative survey was administered to empirically evaluate the theoretical model. The targeted population was projected in Indonesia, and a snowball sampling method was utilized. Out of 183 respondents, 81 responded to the invitation, which accounts for a 44.2% response rate.Findings: It was found that the leadership profiles of more and less successful project managers differ, which suggests a positive association between competency and performance. More importantly, the evidence suggests that both industry type and complexity moderate the relationship. The different patterns of leadership profiles for successful managers in three types of industries—const ruction, information and communication technology (ICT), and consultancy—and under different project complexity levels were observed. No substantial evidence was observed for the moderating effects of “project strategic value” and “contract type.” It was also found that across contexts, three attributes of leadership differently influence performance in the following order of importance: IQ, MQ, and EQ. Generally, the results agree with the findings of past similar studies in different countries. However, some variations were found at a more detailed level, which may be due to cultural differences.Research limitations/implications: The study further extends the existing body of knowledge on project leadership, as it provides a new understanding on leadership profile and its efficacy within different contexts of project-based organizations in Indonesia—a case of a developing countryPractical implications: It exposes project practitioners to different leadership profiles that lead to successful and unsuccessful projects within different settings.Originality/value: This study provides an original work (theoretical and empirical) on a leadership area of project management within a specific context of a developing country.

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Analysis of project managers’ leadership competencies

Cited by 79 publications

References 70 publications

Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia

Managing Knowledge, Dynamic Capabilities, Innovative Performance, and Creating Sustainable Competitive Advantage in Family Companies: A Case Study of a Family Company in Indonesia

The Competence of Project Team Members and Success Factors with Open Innovation

Leadership profiles of successful project managers in Indonesia

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