2021
DOI: 10.1061/(asce)co.1943-7862.0002084
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Roles of Shared Leadership, Autonomy, and Knowledge Sharing in Construction Project Success

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Cited by 40 publications
(50 citation statements)
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“…Initiating a flawless culture at an organisational level is the strength. If the project manager does not understand the situation or ignores the unforeseen success factors used to guard the opponent's culture, the project performance success will not be optimal, which include paying attention to unknown cultures and the images those cultures use to create rationality [29]. implementation could also be a criterion for success in MIPs.…”
Section: Analysis Of Resultsmentioning
confidence: 99%
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“…Initiating a flawless culture at an organisational level is the strength. If the project manager does not understand the situation or ignores the unforeseen success factors used to guard the opponent's culture, the project performance success will not be optimal, which include paying attention to unknown cultures and the images those cultures use to create rationality [29]. implementation could also be a criterion for success in MIPs.…”
Section: Analysis Of Resultsmentioning
confidence: 99%
“…The management/project organisation manages the interface between general procedures and projects; manages third-party vendors; and is responsible for meeting time, cost, and quality performance targets [29]. Most of the remaining assessments are concerned with understanding why mega construction/infrastructure projects fail and trying to identify the pieces of metrics that make mega construction/infrastructure projects so difficult to manage, including their "size, uncertainty, complexity, urgency and institutional structure" [32].…”
Section: Findings and Discussionmentioning
confidence: 99%
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“…The diverse composition of construction project members necessitates a relational leadership approach in such temporary environments (Meng & Boyd, 2017). In addition to the current discussed project leadership (Ali et al, 2020; Imam, 2021), inclusive leadership provides another available leadership style to manage and seize the full advantages of such knowledge diversity of project workforces through an extra-role behavioral perspective.…”
Section: Discussionmentioning
confidence: 99%
“…As a result, shared leadership emerges as a concurrent and ongoing influence among his fellow members. This is explained by the "serial emergence" of various leaders (Imam, 2021;D'Innocenzo, 2014;Song, Gu, & Cooke,2020), even though they may not be vested with formal authority. Imam argues that this "serial emergence" of different leaders is what makes shared leadership possible.…”
Section: Introductionmentioning
confidence: 99%