An Investigation of the Role of Project Culture in Team Efficacy and Success in Project-Based Work

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.

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Project Success: What is the Role of Project Team Morale and How It Can Be Boosted?

International Journal of Innovation and Technology Management ◽

10.1142/s0219877021500310 ◽

2021 ◽

Author(s):

Zvi H. Aronson ◽

Thomas G. Lechler

Keyword(s):

Structural Equation ◽

Project Success ◽

Team Leadership ◽

Past Research ◽

Equation Model ◽

Project Planning ◽

Project Team ◽

Mediating Effects ◽

And Performance

This research presents and validates a model of project team morale and its influence on project success. We operationally define morale in project-based work as a multi-faceted variable encompassing suggested definitions offered in former studies. Unlike past research, we investigate the mediating effects between these facets of morale and success. A structural equation model is proposed and empirically tested to investigate the interdependencies between the facets of project team morale and how they promote project success. The results show that project team morale explains 25% of the variance in project success. Findings provide project leaders with a tool to enhance project success by influencing employees’ morale, rather than solely focusing on traditional project planning and controlling activities. We provide practical implications for project team leadership and performance.

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Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

Leadership & Organization Development Journal ◽

10.1108/lodj-06-2020-0236 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Somnoma Edouard Kabore ◽

Seydou Sane ◽

Pascaline Abo

Keyword(s):

Transformational Leadership ◽

International Development ◽

Leadership Style ◽

Project Success ◽

Project Team ◽

Team Size ◽

Content Type ◽

Transformational Leadership Style ◽

Moderating Role

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

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Effective Strategies for Communicating and Managing Communication in a Project Team

International Journal of Applied Industrial Engineering ◽

10.4018/ijaie.20210101.oa1 ◽

2021 ◽

Vol 8 (1) ◽

pp. 1-11

Author(s):

Brian J. Galli

Keyword(s):

Project Success ◽

Management Strategies ◽

Project Manager ◽

Project Team ◽

Project Teams ◽

Communication Process ◽

Critical Factors ◽

Communication Management ◽

Communication Plan ◽

Effective Strategies

Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.

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Antecedents and Consequences of Project Team Potency: An Investigation of the Role of Project Team Culture in the Development of Project Team Potency

2006 Technology Management for the Global Future - PICMET 2006 Conference ◽

10.1109/picmet.2006.296815 ◽

2006 ◽

Author(s):

Zvi Aronson

Keyword(s):

Project Team ◽

Team Culture ◽

Team Potency ◽

Antecedents And Consequences

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An Investigation of Culture and Contextual Performance in Projects: What is the Role of Project Leader Personal Style Differences?

International Journal of Innovation and Technology Management ◽

10.1142/s0219877018500347 ◽

2018 ◽

Vol 15 (04) ◽

pp. 1850034 ◽

Cited By ~ 2

Author(s):

Zvi H. Aronson

Keyword(s):

Individual Differences ◽

Project Success ◽

Behavioral Outcomes ◽

Contextual Performance ◽

Project Leader ◽

Project Implementation ◽

Personal Style ◽

Extra Effort ◽

Project Culture

Can individual differences in the personal style of the leader contribute to project culture? How might culture boost behavioral outcomes and success in projects? Drawing on a sample of 189 participants in 59 projects, we illustrate that leader personal style plays a part in the development of culture in project-based work. Additionally, we show that culture in projects can be exercised by the leader to initiate contextual performance — when workers willingly exert extra effort during project implementation. Finally, we show that contextual performance contributes to project success. Recommendations for selecting and coaching persons designated as project leaders are provided.

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Internal Stakeholder Engagement, Organizational Support, Project Team Efficacy and Project Success. A Case of USAID aided Projects in Uganda.

10.51168/sjhrafrica.v2i9.62 ◽

2021 ◽

Author(s):

◽

Brenda Kanyesige

Keyword(s):

Organizational Support ◽

Stakeholder Engagement ◽

Positive Relationship ◽

Project Success ◽

Project Team ◽

Mediating Effect ◽

Research Approach ◽

Team Efficacy ◽

Internal Stakeholder ◽

The Relationship

Abstract Background: This study examined the relationship between internal stakeholder engagement, organizational support, project team efficacy and project success among USAID projects in Uganda. The objectives were: to examine the relationship between internal stakeholder engagement and project team efficacy; organizational support and project team efficacy; project team efficacy and project success; and to examine the mediating effect of project team efficacy. Methodology: The study applied a cross-sectional research design with a quantitative research approach. A sample of 44 projects was obtained by simple random sampling from a total of 50 ongoing projects. Data was collected using a structured questionnaire. Validity of the instrument was determined by expert judgment and Cronbach Alpha for reliability. Data was analyzed using SPSS v.25 to obtain frequencies, descriptive statistics, factor analysis and inferential statistics in data presentation and interpretation. Results: Findings established a positive relationship between stakeholder engagement and project team efficacy. The findings also found a positive relationship between organizational support and project team efficacy. There was a positive relationship between project team efficacy and project success. More so, findings obtained that project efficacy is a significant mediator in the relationship between organizational support and project success, but not significant in mediating the relationship between internal stakeholder engagement and project success. The findings further observed that the best predictor of project success is project team-efficacy. Conclusion: Internal stakeholder engagement, organizational support and project team efficacy are critical in project success. As far as project success is concerned, the factors take center stage. Moreover, project managers should concentrate most towards project team efficacy. Recommendations: Delegation of responsibilities; effective communication; understanding the strength and weaknesses of each team member; leading by example; and holding meetings frequently.

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The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-05-2020-0159 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Sabeen Hussain Bhatti ◽

Saifullah Khalid Kiyani ◽

Scott B. Dust ◽

Ramsha Zakariya

Keyword(s):

Knowledge Sharing ◽

Leadership Style ◽

Ethical Leadership ◽

Project Success ◽

Project Managers ◽

Project Team ◽

Project Teams ◽

Equation Modeling ◽

Content Type ◽

Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

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Effective Strategies for Communicating and Managing Communication in a Project Team – My Perspective

International Journal of Applied Industrial Engineering ◽

10.4018/ijaie.20210101oa01 ◽

2021 ◽

Vol 8 (1) ◽

pp. 0-0

Keyword(s):

Project Success ◽

Management Strategies ◽

Project Manager ◽

Project Team ◽

Project Teams ◽

Communication Process ◽

Critical Factors ◽

Communication Management ◽

Communication Plan ◽

Effective Strategies

Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.

Download Full-text