Examining the role of transformational leadership of portfolio managers in project performance

Abstract

Research into the role of transformational leadership in project based organisations has generally focused on project managers or senior managers and less so on portfolio managers who oversee multiple projects to achieve business objectives. This study examines the impact of transformational leadership behaviour of portfolio managers on project performance directly and indirectly through other intervening variables such as climate for innovation and innovation championing. Using a questionnaire survey, data were obtained from 112 project managers in a UK project based organisation. Transformational leadership behaviour of portfolio managers was found to have a positive and significant relationship with project performance. Innovation championing and climate for innovation both partially mediated the relationship between transformational leadership and project performance. The study confirms the importance of portfolio managers in enhancing project performance and identifies the need for project based organisations to cultivate transformational leadership behaviour among them for enhanced performance. It also highlights the need for further exploration of the role of portfolio managers in improving project performance.

A Meta Analysis Study Leadership and Project Success

“…For the parameters of project success, most researchers analyzed it based on the cost, time, quality [34][43] [45][50] [58][59][60][61][62], and customer satisfaction [2] [38]. Besides, there are some researchers who are identified to use the metrics of product success if the project is an organizational product improvement [13] [57][58][59].…”

The buffering role of political skill on the relationship of interpersonal conflict and project performance through negative emotion as a mediator

“…Expectation maximization method was applied to replace the missing values as missing values affect the results they should be deleted or should be handled to achieve the good results. Kissi et al (2013); Yang et al (2015) 4.1. Demographic profile of the sample Table 2 displays the demographic profile of all respondents.…”

“…Eight Item scale related to political ability was adopted from (Meisler, 2014). Project output was measured using the eightitem scale based on Kissi et al (2013) and Yang et al (2015). The responses were assessed on a five-point "Likert scale" starting from 1 "Strongly Disagree" to 5 "Strongly Agree".…”

Aspectos comportamentais na gestão de projetos: uma análise bibliométrica (1988-2014)

“…They consider that leadership is essential to a good team performance strengthening the bonds of trust and cooperation among team members (Anantatmula, 2010;Kissi et al, 2013;Müller & Turner, 2006), treat cultural differences in the work environment as an influence to the individual and organizational behavior as well as in the relationships between individuals (Beringer et al, 2013;Lee & Chen, 2007;Mizruchi, 2006;Pinto, 2014;Wiewiora et al, 2013); assess the importance of multidisciplinary and team work accentuating commitment and motivation (Hoegl & Gemuenden, 2001;Norrgren & Schaller, 1999;Seiler et al, 2012).…”

“…In this leadership realm, Lloyd-Walker & Walker (2011) developed a model to visualize the performance of authentic leadership so that interested groups and individuals can value which factors and behaviors are important and developed by leadership. Kissi et al (2013) address the transformational leadership of portfolio managers in project performance as this leadership is the mediator of certain behaviors directed to success and innovation environments. Wiewiora et al (2013) discusses how cultural differences act as drivers for knowledge exchange within projects in project-based organizations while Zangiski et al (2013) punctuates that knowledge management is a critical success factor for organizations operating on a global scale.…”