Impact of Leadership Styles on Project Success – The Case of a Multinational Company

Blaskovics, Bálint

doi:10.17708/drmj.2014.v03n02a02

Cited by 11 publications

(12 citation statements)

References 39 publications

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“…Research has proven strategic optimism to be a powerful motivator, suggesting that this cognitive strategy enables individuals to set high expectations, and avoid reflecting unnecessarily on upcoming events (Norem and Illingworth, 1993). This coping mechanism is even more relevant nowadays, when leaders and followers have virtually no choice but to operate under great stress and anxiety in different work situations (Blaskovics, 2014). Similarly, a leader–follower match in strategic optimism is equally important, because a match in leader–follower cognitive strategy seems to represent a precondition for a healthy relationship between the two component parties in this association (Bunjak and Černe, 2018).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Mindfulness – The Missing Link in the Relationship Between Leader–Follower Strategic Optimism (Mis)match and Work Engagement

Bunjak

Černe

2018

Front. Psychol.

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Assuming a followership perspective and building on implicit leadership theory, this study examines the mediating role of followers’ mindfulness in the relationship between leader–follower strategic optimism (mis)match and work engagement. Specifically, we propose that a discrepancy between the respective levels of leaders’ and followers’ strategic optimism correlates with low levels of mindfulness and work engagement. A field study of 291 working professionals, using polynomial regression and response surface analysis, supports the (mis)match hypotheses. The results demonstrate that followers’ mindfulness mediates the relationship between leaders’ and followers’ matching levels of strategic optimism (whether at high-high and low-low leader-follower strategic optimism conditions) and work engagement. These findings have important implications for training and the extent to which interventions based on personal resources, such as strategic optimism and therefore mindfulness, foster higher work engagement.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Mindfulness – The Missing Link in the Relationship Between Leader–Follower Strategic Optimism (Mis)match and Work Engagement

Bunjak

Černe

2018

Front. Psychol.

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“…These are the reasons that the satisfaction of workers is important for the companies (cf. Blaskovics, 2014;Nemeslaki et al 2004). This potentially has an impact on leadership style and project management attitude, which increased the demand for an adequate project manager.…”

Section: Detailed Discussion Of the Research Methodsmentioning

confidence: 99%

“…This idea was later enhanced, for example by the democratic, dictatorial, charismatic leadership style, or the leadership style based on the context of the project (see e.g. Blaskovics 2014;Turner 2009). Müller and Turner (2007; 2010) provide a comprehensive overview of the leadership styles, and identified the following categories:…”

Section: The Project Manager's Leadership Stylesmentioning

confidence: 99%

The impact of project manager on project success — The case of ICT sector

Blaskovics

2016

Soc Ec

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The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

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“…Competency in leadership and management has been proven to be a success factor in the construction area (Blaskovics, 2014 (Albert et al, 2017).…”

Section: Project Success Modelmentioning

confidence: 99%

The effect of project manager’s management style on project delivery success in construction projects

Ghanbaripour

Golmoradi

Langston

et al. 2020

International Journal of Construction Management

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This study explores the type of management styles adopted by construction project managers (PM) in Iran and the relationship between the styles chosen and project success. A sample of 139 project management practitioners participated, and the results were analysed using robust statistical methods. The results show that although most of the PMs tend to take determined approaches, the rate of adoption of this management style slightly differs from that of the other styles. The results also present that the four dimensions of management style, namely interaction, flexible, proactive and external, would lead the projects to achieve better outcomes and increase the likelihood of success. The findings form an insight into the current practice and may be useful for PMs to improve their management abilities and skills.

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Impact of Leadership Styles on Project Success – The Case of a Multinational Company

Abstract: Abstract

Cited by 11 publications

References 39 publications

Mindfulness – The Missing Link in the Relationship Between Leader–Follower Strategic Optimism (Mis)match and Work Engagement

Mindfulness – The Missing Link in the Relationship Between Leader–Follower Strategic Optimism (Mis)match and Work Engagement

The impact of project manager on project success — The case of ICT sector

The effect of project manager’s management style on project delivery success in construction projects

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