Moderating Effects of Project Management Experience, Project Team Size, Project Duration and Project Value Size on the Relationship between Project Manager’s Leadership Roles and Project Team Effectiveness in Malaysia

Fung, Han-Ping

doi:10.18488/journal.66/2015.2.1/66.1.17.33

Cited by 10 publications

(6 citation statements)

References 17 publications

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“…The findings (Table 3) showed that overall, all the projects are managed using mostly the transformational leadership style (Project A = 2.86; Project B = 2.63; Project C = 2.12), followed by the transactional leadership style (Project A = 2.17; Project B = 1.87; Project C = 1.68). This finding supports past works that stipulate the preference of transformational leadership style over others for project delivery [43][44][45]. The projects scored least for a Laissez-faire amongst all the leadership styles tested.…”

Section: Leadership Styles Per Projectsupporting

confidence: 89%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

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Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.

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Section: Leadership Styles Per Projectsupporting

confidence: 89%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

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“…Longer project durations also allow for broader organizational design to influence teams. For instance, in a field study including 201 project managers from Malaysia, Fung (2015) found that project duration moderated the relationship between project manager leadership and team effectiveness, such that leadership increased in importance as project duration increased.…”

Section: Task Designmentioning

confidence: 99%

Reviewing Work Team Design Characteristics Across Industries: Combining Meta-Analysis and Comprehensive Synthesis

Carter

Mead

Stewart

et al. 2018

Small Group Research

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This article presents a comprehensive synthesis and quantitative review of studies examining relationships between team design characteristics and team performance. Across 398 primary studies, the present study meta-analytically investigated the effects of team composition, team task design, and team leadership characteristics on team performance. The study further investigates how the effects of these team design characteristics differ according to the industry context within which the team is embedded (high technology, manufacturing, service, or student). Overall, this review emphasizes the importance of continued inquiries focusing on team design while also discussing the implications of this review for theory, practice, and future research.

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“…This finding is consistent with the studies of Pinto (1986), Kerzner (1987), Pinto and Slevin (1989), Wateridge (1995), Belout (1998), Cooke-Davies (2002), and Muller and Turner (2005). Fung (2015) mentioned that team building and engagement could directly influence project performance outcomes. The extra effect that synergy would bring to the team is to create a new team culture that includes group norms, attitudes and practices which foster the achievement of project objectives (Philip, 1984).…”

Section: Discussionmentioning

confidence: 99%

“…Effectiveness ought to be applied in various structures of an organization or business activities to gain positive outcomes (Petro and Gardiner, 2015). From the managerial perspective, a business is able to operate efficiently if the people are performing their required tasks effectively (Fung, 2015). The more consistent employees perform their tasks adequately with proper use of technology, communication skills, knowledge sharing, problem solving skills, organizational relationship and high impact resources, the higher the rate of effectiveness will be obtained (Petro and Gardiner, 2015).…”

Section: Introductionmentioning

confidence: 99%

Factors influencing project management effectiveness in the Malaysian local councils

Hee

Bahar

2019

IJMPB

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Purpose The purpose of this paper is to examine the relationship between top management support, project mission (PM), synergy and project management effectiveness (PME) in the Malaysian local councils. It also attempts to analyze the relative importance and performance of the predictor constructs on the target construct for managerial actions. Design/methodology/approach Primary data based on 169 respondents were collected and analyzed using PLS-SEM to assess validity, reliability, hypothesis testing and importance-performance matrix analysis (IPMA) of the study constructs. Findings PM and synergy were found to be significantly and positively associated with PME. However, top management support was not related to PME. Synergy has the highest relative importance level in influencing PME and it is regarded as the most relevant construct for managerial actions. Research limitations/implications This study examines the significant factors that contribute to the effectiveness of project management in the local councils. It forms a basis for other state local councils to emulate the research model and compare the findings among different project teams in different locations. Practical implications The IPMA identifies synergy as a primary important construct for project management activities. It explains PME is linked with extensive collaboration, inter-departmental relations, interpersonal coordination and close liaisons. Originality/value This study is among the few that examines factors influencing PME in the Malaysian local councils. Inclusion of synergy as one of the predictor constructs will definitely help to improve the well-functioning and coordination of the project.

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Moderating Effects of Project Management Experience, Project Team Size, Project Duration and Project Value Size on the Relationship between Project Manager’s Leadership Roles and Project Team Effectiveness in Malaysia

Abstract: Many organizations are using project teams to achieve their organizational goals because they believe the importance and benefits of project teams. Project managers are advised to learn and demonstrate the leadership roles as proposed by Quinn (1988)

Cited by 10 publications

References 17 publications

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Reviewing Work Team Design Characteristics Across Industries: Combining Meta-Analysis and Comprehensive Synthesis

Factors influencing project management effectiveness in the Malaysian local councils

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