The Role of Project Managers as Improvement Agents in Project-Based Organizations

Sundqvist, Erik

doi:10.1177/8756972819832784

Cited by 18 publications

(8 citation statements)

References 65 publications

(141 reference statements)

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“…Co zasygnalizowano wcześniej, można także rozumieć agentów projektów jako facylitatorów zmiany (Aubry i in., 2011; Tucker i in., 2015). W przypadku organizacji projektowych menedżer projektów powinien być agentem pozytywnej zmiany istotnej dla całej organizacji (Sundqvist, 2019). Agenci zmiany nie muszą formalnie wchodzić w skład zespołu projektowego, ale powinni towarzyszyć mu i wspierać procesy dokonujące się w trakcie rozwijania projektu, zaś w przypadku wieloletnich projektów inicjować mniejsze projekty zmierzające do zmiany rozumianej jako udoskonalanie procedur zarządzania projektami.…”

Section: Agent W Rzeczywistości Projektówunclassified

Agent - nowe konteksty użycia pojęcia w zarządzaniu projektami

Ćwikła¹

2020

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W ostatnich latach w anglojęzycznej literaturze przedmiotu dotyczącej zarządzania projektami określenie „agent” pojawia się w nowych kontekstach, wykraczając poza teorię agencji, z którą zazwyczaj jest kojarzone. Celem artykułu jest przedstawienie obszarów refleksji, w której agent funkcjonuje w związku z pojęciem sprawczości, odgrywaniem ról, wykonywaniem zadań oraz mediacją i translacją w projektach. Zwrócono również uwagę na wykorzystywane określenia synonimiczne bądź bliskoznaczne względem agenta, typu aktor czy pośrednik. Na podstawie przeprowadzonego przeglądu literatury zauważono konieczność doprecyzowania terminów związanych z agentem i sprawczością w zarządzaniu projektami, a także wskazano na luki badawcze. Podkreślając perspektywę zogniskowaną wokół agentów projektów, wskazano między innymi na wątek aktorów nie-ludzkich w zarządzaniu.

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Section: Agent W Rzeczywistości Projektówunclassified

Agent - nowe konteksty użycia pojęcia w zarządzaniu projektami

Ćwikła¹

2020

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“…Therefore, team leadership is essential for team effectiveness ( Zaccaro et al, 2009 ). As construction project is getting mega, eco-friendly, and intelligent, construction project team management practice and research fields have evolved, the heightened expectations of project managers and their leadership are becoming more apparent ( Sundqvist, 2019 ). To better manage projects and achieve effectiveness, recent studies emphasize a nonverbal leadership, emotional intelligence ( Rezvani et al, 2016 ; Montenegro et al, 2021 ; Zhu et al, 2021 ), or the ability to perceive and express emotions, to understand and use them, and to manage them to foster personal growth ( Salovey et al, 2003 ).…”

Section: Introductionmentioning

confidence: 99%

Construction Project Manager’s Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time

Zhang

Hao

2022

Front. Psychol.

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The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager’s emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger’s emotional intelligence can affect team effectiveness via the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager’s emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the “time” role in construction project management.

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“…Due to the inherently temporary, goal-oriented nature and complexity, uncertainty and ambiguity trend of the new era’s project (Stark et al , 2014; Clarke, 2010), project performance (PP) improvement continues to be a challenging goal and has caused growing concern for project-based organizations. In recent years, academics and practitioners have gradually recognized that the ‘people’ factor plays a crucial role in almost any type of project (Dillon and Taylor, 2015), and the expectations of project managers (PMs) and their leadership are becoming more prominent (Sundqvist, 2019). The emotionally intelligent leader is one type of person-focused leadership (Booms et al , 2016), and project management scholars argued that PM’s emotional intelligence (EI) might hold the key to effective management and improving project results (Sunindijo et al , 2007; Turner and Müller, 2005).…”

Section: Introductionmentioning

confidence: 99%

The impact of project manager’s emotional intelligence on project performance: a meta-analysis

Zhang

Hao

Chung

2022

CMS

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Purpose A project manager’s (PM) emotional intelligence (EI) is essential for project performance (PP). However, the cause and effect and the potential moderators of the relationship between EI and PP remain disputed. Some scholars found a positive association between PMs’ EI and project outcomes, while some other studies showed non or negative relation. This paper aims to find the relationship between PMs’ EI and PP and the factors that influence this relationship based on diverse prior research. Design/methodology/approach This paper conducts a meta-analysis of 5,229 observations based on 24 independent studies from 1990 to 2021. Findings Results show that PMs’ EI has a significant positive influence on PP, and the project complexity and measurement of PP are two critical moderators explaining inconsistencies in existing research. Practical implications The current study proposes suggestions for construction companies on PMs’ selection and training. This study also offers suggestions for PMs in management practice. Originality/value To the best of the authors’ knowledge, this study is the first to explore the inconsistencies in prior research results on the relationship between PMs’ EI and PP at the meta-analytic level. This research extends the current literature by revealing the factors leading to existing consistencies that are not explored before. This study implies that the meta-analysis method could help reach a balanced conclusion based on inconsistent results.

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The Role of Project Managers as Improvement Agents in Project-Based Organizations

Cited by 18 publications

References 65 publications

Agent - nowe konteksty użycia pojęcia w zarządzaniu projektami

Agent - nowe konteksty użycia pojęcia w zarządzaniu projektami

Construction Project Manager’s Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time

The impact of project manager’s emotional intelligence on project performance: a meta-analysis

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