Roles of Shared Leadership, Autonomy, and Knowledge Sharing in Construction Project Success

2021 ◽  
Vol 147 (7) ◽  
Author(s):  
Hassan Imam
Keyword(s):  
Knowledge Sharing ◽  
Shared Leadership ◽  
Project Success ◽  
Construction Project

scholarly journals Exploring the Relationship between Communication and Success of Construction Projects: The Mediating Role of Conflict

2021 ◽  
Vol 13 (8) ◽  
pp. 4513
Author(s):  
Summaira Malik ◽  
Muhammad Taqi ◽  
José Moleiro Martins ◽  
Mário Nuno Mata ◽  
João Manuel Pereira ◽  
...  
Keyword(s):  
Project Success ◽  
Negative Impact ◽  
Positive Impact ◽  
Construction Project ◽  
Project Team ◽  
Relationship Conflict ◽  
Team Members ◽  
Mediating Role ◽  
The Impact

The success of a construction project is a widely discussed topic, even today, and there exists a difference of opinion. The impact of communication and conflict on project success is an important, but least addressed, issue in literature, especially in the case of underdeveloped countries. Miscommunication and conflict not only hinder the success of a project but also may lead to conflicts. The focus of this paper was to examine the impact of communication on project success with the mediating role of conflict. By using SPSS, demographics, descriptive statistics and correlation were determined. Smart PLS version 3.0 was used for confirmatory factor analysis (CFA), internal accuracy and validity estimates, hypothesis checking and mediation testing. The results showed that formal communication has a negative impact on the success of a construction project, resulting in conflicts among project team members, whereas informal communication and communication willingness have a positive impact on project success because people tend to know each other, and trust is developed. Task, process and relationship conflicts were used as mediating variables. It was found that task conflict effects the relations positively because project team members suggest different ways to do a certain task, and, hence, project success is achieved. On the contrary, process conflict and relationship conflict have a negative impact on communication and project success. Both of these conflicts lead to miscommunication, and project success is compromised. Hence, it is the responsibility of the project manager to enhance communication among project team members and to reduce the detrimental effects of process and relationship conflict on project success.

The role of site manager transformational leadership in the construction project success

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Masoud Zavari ◽  
Mohammad Reza Afshar
Keyword(s):  
Construction Projects ◽  
Project Success ◽  
Construction Project ◽  
Content Type ◽  
Team Innovation ◽  
Mediating Role ◽  
A Site ◽  
Site Manager ◽  
Site Managers

PurposeIn the construction industry, site managers are responsible for the day-to-day on-site running of a project. Site managers are required not only to ensure that work is done safely, on time, within budget and to the right quality standards, but also to manage any delays or problems encountered on-site during a construction project. Thus, a site manager has a significant position in the success of a construction project. However, there is a lack of studies considering the role of the leadership style of a site manager in construction project success. In this study, not only the effect of the transformational leadership (TL) style of site managers on the success of construction projects is assessed, but also the mediating role of team-building (TB) and team innovation between TL and project success is studied.Design/methodology/approachThe proposed hypotheses are tested by comparing the performance criteria of construction projects with the TL style of site managers. The success criteria of the projects are examined using project documents and client opinions, and the TL of site managers, TB aspects and team innovation in projects are assessed by asking from their subordinates. The Pearson correlation coefficient is employed to investigate the relation between every two variables.FindingsThe results illustrate that the TL of a site manager is directly related to project success; thus, the findings would confirm the importance of selecting appropriate site managers for construction projects. Moreover, while there is a mediating role of TB between TL and construction project success, team innovation does not have a mediating impact in design-bid-build (DBB) construction projects.Originality/valueAs there is a lack of studies assessing the TL effects on the success of construction projects and the significant role of site managers, this study is one of the first researches that tested these impacts and evaluated the mediating role of TB and team innovation between TL and project performance.

Engineering and Construction Projects Characteristics

2018 ◽  
pp. 1-6
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Construction Project ◽  
Complex Projects ◽  
Management Processes ◽  
Project Management Processes

Companies try to use better techniques to deal with complex projects. The maturity of companies to apply these better techniques can guarantee project success or not. The environment, where the engineering and construction project is developed, also has influence over the success. The maturity of a company's project management processes is also a factor of success. This chapter aims to talk about concepts related to engineering and construction initiatives.

Impact of Inclusive Leadership on Project Success

2021 ◽  
Vol 12 (1) ◽  
pp. 63-79
Author(s):  
Arslan Mir ◽  
Muhammad Rafique ◽  
Namra Mubarak
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Work Behavior ◽  
Inclusive Leadership ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

The objective of the present study is to investigate the impact of inclusive leadership on project success with the mediating role of innovative work behavior and moderating role of knowledge sharing. Data were collected from information technology projects in Pakistan. After validating the proposed model, path analysis was conducted. The findings revealed that inclusive leadership is significantly related with innovative work behavior and project success. Further, the findings showed that innovative work mediates the relationship between inclusive leadership and project success. Moreover, knowledge sharing doesn't moderate the relationship between inclusive leadership and innovative work behavior. The theoretical and practical implications and limitations of the study are discussed in detail.

Organisational Structure and Project Success: The Mediating Role of Knowledge Sharing

2020 ◽  
Vol 19 (02) ◽  
pp. 2050007
Author(s):  
Muhammad Mustafa Raziq ◽  
Mansoor Ahmad ◽  
Muhammad Zahid Iqbal ◽  
Malik Ikramullah ◽  
Maha David
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Theory And Practice ◽  
Organisational Structure ◽  
Public And Private ◽  
Public Firms ◽  
The Public ◽  
Mediating Role ◽  
Telecom Service ◽  
The Relationship

This paper looks at the relationship among elements of an organisational structure (i.e. formalisation, centralisation and integration) with project success, and examines whether the relationships are mediated by knowledge sharing. There is limited understanding with regard to how various elements of organisational structure relate to knowledge sharing and project success. Taking a contingency approach and grounding our argument in the resource-based view of the firm, we show that certain elements of organisational structures have positive implications for the project organisation. We draw on survey data from 220 respondents serving in (public and private) project-based telecom service provider firms in Pakistan. Our results show that formalisation and integration are conducive to project success, but centralisation is negatively related to project success. Knowledge sharing mediates the relationship between integration and project success for both the public and private telecom firms, but in case of formalisation, knowledge sharing mediation exists only for the public firms. Based on these results, we draw some implications for theory and practice.

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