At the end of the world, turn left: examining toxic leadership, team silence and success in mega construction projects

Abstract

PurposeFailures in both followership and leadership become inevitable as mega construction projects are directed and controlled by toxic leaders. Consequently, team member's desire for knowledge hoarding silence is triggered and goal alignment between the leader and team members suddenly fades away to realize success in mega projects. Considering the growing importance of these rarely examined constructs and fragmented literature on toxic leadership (TL), team silence and mega project success (PS) in the global construction industry, the present study aimed to examine the effects of TL and project team member's silence (PTMS) on the success of mega construction projects. Moreover, the mediating influence of PTMS to link TL and mega construction PS has also been explored.Design/methodology/approachDrawing on survey data of 326 project professionals directly associated with mega construction projects worth US$62bn under the China–Pakistan Economic Corridor (CPEC), the conceptual model was tested with covariance-based structural equation modeling (CB-SEM) using Mplus program. Scales were adapted from previous research to measure TL (with its five-dimensions including abusive supervision, authoritarian leadership, self-promotion, narcissism and unpredictability), PS (with its three-dimensions including project management success, project ownership success and project investment success) and project team members' silence. Reflective–formative second order assessments were specifically applied to measure the multi-dimensional nature of TL and PS, respectively.FindingsMplus estimations revealed that TL negatively influences PS, besides forcing a culture of silence among project team members. Interestingly, the relationship between TL and PS is also negatively mediated by the PTMS.Research limitations/implicationsThe present study's findings are derived from data of project professionals (N = 326) to examine success in megaprojects under the CPEC. Hence, these findings may be re-validated through future studies on similar megaprojects (e.g. China's Belt and Road Initiative (BRI) worth US$8tn) that may also be predicated by TL tendencies, silent cultures and high-stakes involved to seize PS.Practical implicationsPolicymakers, construction practitioners and other key stakeholders (e.g. departmental heads/supervisors) can take advantage of this new evidence to better interpret the success paradox in mega projects, and to reduce the spread and long-term damage of TL on team members and eventually create opportunities for PS.Originality/valueThe present study's novelty is manifested within this first empirical evidence on TL that breeds team silence in underperforming mega projects. Notably, present study offers alarming evidence on mega projects that can be easily derailed from success, as they continue to suffer from team silence and TL.

Fall Seven Times, Stand Up Eight: Linking Project Management Innovation, Project Governance, and High-Performance Work Practices to Project Success

“…The present study argues that project management innovation should be no less momentous than the spawned changes in the modern-project management environment ( Millar et al, 2018 ; Zaman et al, 2022c ). Project managers must adapt to the innovation-infused project management in order to meet imperative performance needs ( Millar et al, 2018 ).…”

“…Despite a series of scientific contributions to project management literature in the recent decade ( Zaman et al, 2022c ), the global project management industry has experienced an astonishing rate of project failures ( Gartner Inc, 2013 ; KPMG, 2017 ; PMI, 2018 ; Standish Group Report, 2018 ). Annually, project management companies lose the United States $99 million for every United States $1 trillion invested in projects ( PMI, 2018 ; Zaman et al, 2022b ).…”

“…Annually, project management companies lose the United States $99 million for every United States $1 trillion invested in projects ( PMI, 2018 ; Zaman et al, 2022b ). Nonetheless, project success has continued to receive significant attention in major studies that introduce various elements in the project success framework ( Khan and Rasheed, 2015 ; Aga et al, 2016 ; Musawir et al, 2017 ; Wu et al, 2017 ; Zaman et al, 2022c ). The increasing attempts to fill gaps in project management research that bring improvements to how projects are managed today ( Zaman et al, 2021a ); still, there has never been an examination of project success from the perspective of project management innovation ( Musawir et al, 2017 ; Zaman et al, 2022c ).…”

“…Nonetheless, project success has continued to receive significant attention in major studies that introduce various elements in the project success framework ( Khan and Rasheed, 2015 ; Aga et al, 2016 ; Musawir et al, 2017 ; Wu et al, 2017 ; Zaman et al, 2022c ). The increasing attempts to fill gaps in project management research that bring improvements to how projects are managed today ( Zaman et al, 2021a ); still, there has never been an examination of project success from the perspective of project management innovation ( Musawir et al, 2017 ; Zaman et al, 2022c ). There is widespread international evidence that persistently supports the dynamic capabilities of management innovation in achieving successful organizational outcomes ( Millar et al, 2018 ; Hassi, 2019 ; Khosravi et al, 2019 ).…”

“…Modern projects are exposed to extremely volatile and unforgiving project environments that require project managers to be highly adaptive and resilient, while also remaining focused on efficient ways to meet their project goals ( Bryde et al, 2018 ; Zaman et al, 2022b ). However, project management researchers and practitioners have struggled to codify the best project management practices, rather than looking beyond it ( Zaman et al, 2022c ).…”