Leadership styles, goal clarity, and project success

Raziq, Muhammad Mustafa; Borini, Felipe Mendes; Malik, Omer Farooq; Ahmad, Mansoor; Shabaz, Mehwish

doi:10.1108/lodj-07-2017-0212

Cited by 129 publications

(129 citation statements)

References 62 publications

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“…The definition of a project success is broad, ambiguous and subjective [12][13][14] as well as multidimensional in concepts [14][15][16] based on the process and the nature of the project [17]. Project success is frequently defined by the previous authors as the achievement of the project's objective, which in construction development, the project can be classified as project success when it efficiently achieved the iron triangle of time, cost, and scope or quality of the project outcome [18][19][20]. Moreover, [21] has defined "success" as the accomplishment of an aim in which the outcome is favourable.…”

Section: Project Successmentioning

confidence: 99%

Covid-19 Pandemic Lockdown: The Consequences Towards Project Success in Malaysian Construction Industry

Esa¹,

Ibrahim²,

Kamal³

2020

Adv. sci. technol. eng. syst. j.

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The Covid-19 is a pandemic issue that is causing widespread global disruption forcing lockdowns in many countries including Malaysia as an effort in disconnecting the virus from spreading. As an initiative, the Malaysia government has call for the Movement Control Order (MCO) as one of the lockdown alternatives starting on 18 th March 2020. Due to that, the MCO has given a huge impact on Malaysia's industries including the construction industry. Hence, to successfully deliver projects, time and cost become the essential component which in this current scenario, most of the on-going projects declined to deliver the project according to the time and cost as planned. Thus, this paper intends to explore the consequences of the Movement Control Order (MCO) towards project success. In getting an authentic data and fast feedback from the respondents during this current scenario, uses alternate methods as face to face interview is not encouraged. The interview sessions were held thru telephone conversation with 8 contractors in Klang Valley and Penang which randomly selected based on contractor listing in Malaysian Construction Industry Development Board (CIDB) website and content analysis are used to figure out the main consequences using Nvivo software. Results from the interviews found that the MCO has resulted in 6 main impacts consists of (1) regulation compliance; (2) safety; (3) additional time for project delivery; (4) increase in development cost; (5) limited human resources supplies; and (6) limited resource availability on-site. These shows the MCO has given the negative impact to the project success. This result is important for the government to ensure their awareness on the consequences of the MCO towards construction industry and facilitate the construction players to overcome the six factors mentioned in this paper.

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Section: Project Successmentioning

confidence: 99%

Covid-19 Pandemic Lockdown: The Consequences Towards Project Success in Malaysian Construction Industry

Esa¹,

Ibrahim²,

Kamal³

2020

Adv. sci. technol. eng. syst. j.

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“…CSF17 promotes the CSF14 (organizational project culture) and CSF18 contributes to CSF13 (facilitator). There is some evidence in prior stuides on the relationship between the project manager's leadership style and the organizational project culture [105][106][107][108]. Fiol [109] proposed that the organizational project culture is the bridge between different elements of project organization and enhances their cohesion.…”

Section: Discussionmentioning

confidence: 99%

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

Chen

2021

Applied Sciences

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Construction activities taken place in ecologically fragile regions (EFRs) of China are facing a series of environmental obstacles. Studying critical success factors (CSFs) to arrive at the sustainable objectives for construction project in EFRs is needed. Understanding the interrelationships of these CSFs is one of the vital ways to achieve this. This paper identifies and analyzes 18 CSFs for construction projects in EFRs through a literature review from a multi-perspective and a case study of Korla City in China. The causal relationship between each CSF is obtained by pairwise comparisons and thereafter, an ISM (Interpretative Structural Modeling) method is employed to study the hierarchical structuring of the CSFs. As a result, we established a five-level ISM. Subsequently, an MICMAC (cross-impact matrix multiplication applied to classification) approach is implemented to partition and classify each CSF into four quadrants (independent, linkage, autonomous, and dependent) according to their driver and dependence powers. Through the implementation of an MICMAC approach, the degrees of relationship between each CSF is gained. The findings reveal that the studied 18 CSFs have a strong hierarchy and interrelationship. The project manager’s leadership style and economic viability are the root source of project success and has the highest influence, which is supported by the result of MICMAC analysis. CSF planning and implementation of sustainable strategies are more dependent and are influenced by others. The CSFs on the top level of ISM: conflict resolution, planning and implementation of sustainable strategies and resources of water play a significant role in arriving at the project success, and has a great potential for future study. The approaches implemented in this paper can be helpful for decision-makers and managers of construction projects in comprehending the interrelationships and the degrees of CSFs for construction projects in EFRs and for efficiently achieving the project success.

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“…This point was discussed by Mazur, Pisarski, Chang and Ashkanasy (2014) after studying a defense industry megaproject in Australia, wherein project managers exhibited high emotional-social competency when managing their stakeholders. Additionally, social competency allows proper communication, negotiation, and collaboration among multi-party teams (Wan, Le, Wang, Xia, & Liu, 2020) and stakeholders (Toor & Arain, 2012;Raziq, Borini, Malik, Ahmad & Shabaz, 2018;Sankaran, 2018). On the other hand, a project leader should also be flexible and adaptive, which are traits necessary to overcome change and any uncertain conditions that a megaproject might face.…”

Section: Leadership and Megaprojectmentioning

confidence: 99%

“…This can support the certainty of technological innovation for any emergent complexity and further address structural complexity, including regulating supply materials, discussing acceleration of project work related to schedule adjustments and project resource requirements, harmonizing teams, and integrating all activities to comprehensively coordinate the megaproject. A similar management approach was adopted in the Hong Kong-Zhuhai-Macau Bridge in China (Chen et al, 2018) and in large project-based organizations such as textile mills, tobacco companies, mobile telecommunication companies, and information technology companies in Pakistan (Raziq et al, 2018).…”

Section: Megaproject High Performancementioning

confidence: 99%

Complexity, leadership, and megaproject performance: A configuration analysis

Damayanti

Hartono

Wijaya

2021

JIEM

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Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

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Leadership styles, goal clarity, and project success

Cited by 129 publications

References 62 publications

Covid-19 Pandemic Lockdown: The Consequences Towards Project Success in Malaysian Construction Industry

Covid-19 Pandemic Lockdown: The Consequences Towards Project Success in Malaysian Construction Industry

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

Complexity, leadership, and megaproject performance: A configuration analysis

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