Sifting Interactional Trust Through Institutions to Manage Trust in Project Teams: An Organizational Change Project

2021 ◽  
pp. 875697282110337
Author(s):  
Parinaz Farid
Keyword(s):  
Organizational Change ◽  
Longitudinal Data ◽  
Development Project ◽  
Project Managers ◽  
Project Teams ◽  
Institutional Trust ◽  
Trust Development ◽  
Project Outcomes

Trust in project teams has been found to lead to positive project outcomes. However, the role of project managers in facilitating development of trust in projects is not well-understood. This article addresses this by exploring mechanisms to facilitate the development of interactional and institutional trust and explicating the interplay between those mechanisms. Drawing on longitudinal data from an organizational change project, findings suggest that to facilitate trust development, project managers must concurrently exercise four practices: preaching, involving, sympathizing, and adhering. Simultaneous and tailored application of the first three practices affects interactional trust; the latter not only fosters institutional trust but is also a necessary filter for the dynamics of interactional trust.

Do Project Managers' Emotional Leadership Competencies Affect the Success of Public Sector Projects in Pakistan?

2021 ◽  
Vol 12 (2) ◽  
pp. 83-98
Author(s):  
Riaz Ahmed ◽  
Khalid Mahmood Lodhi
Keyword(s):  
Public Sector ◽  
Reliability And Validity ◽  
Leadership Competencies ◽  
Project Managers ◽  
Cross Sectional ◽  
The Public ◽  
Project Outcomes ◽  
Emotional Leadership ◽  
Cross Sectional Design

The importance of abilities and skills associated with the emotional leadership competencies has been discussed in project management literature. Project managers equipped with the emotional leadership competencies should be better in solving the challenges and problems to enhance project outcomes. The purpose of this study is to examine the role of project manager's emotional leadership competencies in the success of public sector projects. For this purpose, a survey-based methodology using cross-sectional design was adopted to collect data from 150 respondents from the public sector of Pakistan. The respondents of this study were the project managers/directors of information technology and telecommunication projects from the public sector of Pakistan. This quantitative study analyzed the data for reliability and validity of the constructs. To test research hypotheses, correlation and regression analyses were employed. Findings indicated significant impact of project manager's emotional leadership competencies on successful completion of Public sector projects in Pakistan.

The Role of Induction and Training in Team Effectiveness

2003 ◽  
Vol 34 (2) ◽  
pp. 48-52 ◽  
Author(s):  
Steven Atkins ◽  
Guinevere Gilbert
Keyword(s):  
Case Studies ◽  
Team Effectiveness ◽  
Training Programs ◽  
Project Managers ◽  
Project Teams ◽  
Anecdotal Evidence ◽  
Management Support ◽  
Areas Of Concern ◽  
And Training

Anecdotal evidence suggests that throughout project environments there are inadequate induction and training programs for project teams. Resultant issues include poor scope of works and a lack of communication for both project teams and project managers. This research is designed to evaluate why these problems occur and provide direction as to how these can be minimized. The case studies selected for this research have noted failures or issues in relation to project teams providing a service to major clients. The researchers discovered that there was a significant lack of management support for such a program, which cascaded into other areas of concern such as inadequate training, lack of internal processes, and a client lack of confidence to deliver.

The role of social capital on trust development and dynamics: implications for cooperation, monitoring and team performance

2009 ◽  
Vol 48 (2) ◽  
pp. 199-228 ◽  
Author(s):  
Ana Cristina Costa ◽  
Katinka Bijlsma-Frankema ◽  
Bart de Jong
Keyword(s):  
Social Capital ◽  
Team Performance ◽  
Previous History ◽  
Project Teams ◽  
Master's Students ◽  
Research Teams ◽  
Trust Development ◽  
Longitudinal Approach ◽  
Working Together

This study examined the development and dynamics of trust in project teams and explored the relation with cooperation, monitoring and team performance. Two types of teams were distinguished at the start of the projects: low prior social-capital teams (teams composed of members that have no previous history in working together and are not acquainted or friends with one another); high prior social-capital teams (teams composed of members that have worked together previously, are acquainted or friends with each other). A longitudinal approach provided an opportunity to study trust dynamics in the course of the projects. Data from 79 project-research teams (315 master's students) was collected longitudinally, with measurement moments at the beginning, middle and end of the project. Independent team performance ratings were obtained for each team. Significant differences were found in relation to trust-building between high and low prior social-capital teams. High prior social-capital teams reported systematically higher levels of trust than low prior social-capital teams throughout the project. These differences had implications for the level of monitoring, cooperation and team performance.

scholarly journals CORRELATION OF INTERNAL COMMUNICATION WITH EMOTIONAL INTELLIGENCE IN PROJECT TEAMS IN ORGANIZATION “X”

2021 ◽  
Vol 6 ◽  
pp. 540-550
Author(s):  
Maija Zakrizevska Belogrudova ◽  
Lasma Antonova
Keyword(s):  
Emotional Intelligence ◽  
Social Intelligence ◽  
Market Competition ◽  
Project Managers ◽  
Internal Communication ◽  
Project Team ◽  
Project Teams ◽  
Self Management ◽  
Team Members

Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication. 

The Role of Group Vitality in Managing Project Teams of an FMCG Company

2019 ◽  
Vol 8 (2) ◽  
pp. 27-38
Author(s):  
Ануш Шарян ◽  
Anush Sharyan
Keyword(s):  
Project Managers ◽  
Work Environments ◽  
Project Teams ◽  
Depth Data ◽  
Management Group ◽  
Resilience Scale ◽  
Depth Interviews ◽  
Bounce Back

The present article describes an investigation of the group resilience role in FMCG project team management. Group resilience scale comprises seven dimensions (alignment, forecasting, adaptation, interchangeability, bounce back, accumulation of communication resources, self-organization) which were identified from the literature review and confirmed by the in-depth interviews with the project managers working in FMCG company. An intensive research (Case Study) of a single FMCG organization in which the author examined in-depth data relating to several variables reveled that project teams with high group resilience have better outcomes in difficult work environments. Outcomes could provide a better understanding of group resilience role in FMCG project management.

scholarly journals The role of transforamtional leadership in R&D projects teams: The proposal of the research framework

2020 ◽  
Vol 22 (2) ◽  
pp. 109-123
Author(s):  
Radmila Bjekić ◽  
Maja Strugar-Jelača
Keyword(s):  
Transformational Leadership ◽  
Research And Development ◽  
Leadership Style ◽  
Building Blocks ◽  
Development Project ◽  
Project Team ◽  
Project Teams ◽  
Research Framework ◽  
The Impact

In contemporary business conditions there is a growing number of research and development (R&D) projects whose aims are different types of innovations. They represent the strength, while research and development project teams are "building blocks" of modern organizations. Leaders who have the clear vision, use intelectual stimulation, encourage team member's creativity and motivate them to think differently are adequate leaders to lead the research and development project team. Such are the characteristics of leaders who apply transformational style of leadership. Based on existing research it has been shown that transformational leadership dominantly influences project teams' innovativeness. The aim of this paper is to define the research framework that will be applied in future research, in which authors will examine the role of transformational leadership style in research and development project teams and the impact of this leadership style on project team innovativeness in organizations on the territory of the Republic of Serbia. Based on presentations of the dominant attitudes and the existing relevant literature, research hypothesis are set. The questionnaires that will be used are the standardized MLQ (Multifactor Leadership Questionnaire) and project team's innovativeness questionnaire created by authors Lovelace, Shapiro, & Weingart.

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