scholarly journals Th e Study of the Relationship between Leadership Style and Project Success

2014 ◽  
Vol 1 (1) ◽  
pp. 51-55
Author(s):  
Juanjuan Jiang
Keyword(s):  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Or Manager ◽  
The Relationship

From three aspects of literatures: Leadership style, project success factors, and the match of leadership type and project type, this paper studied the relationship between leadership style and project success, and found that although leadership or manager is rarely included in the project success factors, it infl uences the performance of project through various patterns, like the collaboration of teamwork, management of source, communication with both followers and clients.

scholarly journals The impact of project manager on project success — The case of ICT sector

2016 ◽  
Vol 38 (2) ◽  
pp. 261-281
Author(s):  
Bálint Blaskovics
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Personal Characteristics ◽  
Critical Success ◽  
Success Criteria ◽  
The Impact ◽  
Management Attitude

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

scholarly journals Effective Factors on Project Success in Malaysian Construction Industry

2020 ◽  
Vol 10 (1) ◽  
pp. 1-10
Author(s):  
Amjad Pirotti ◽  
Abolfazl Keshavarzsaleh ◽  
F. A. Mohd Rahim ◽  
Norhanim Zakaria
Keyword(s):  
Regression Analysis ◽  
Construction Industry ◽  
Success Factors ◽  
Project Success ◽  
Consensus Definition ◽  
Effective Factors ◽  
Construction Companies ◽  
Correlation And Regression Analysis ◽  
Management Project ◽  
The Relationship

AbstractAlthough success is a word that encapsulates a general and wide idea and it is challenging to provide a definite and a consensus definition from all individuals concerned, for many years, there has been a growing interest in identification of the success factors and the relationship with project success. In this research, the main objective investigates the relationship between top management, project mission, personnel, communication and Schedule/Plan and project success in construction industry in Malaysia. A survey was conducted among Managers and Employees of construction companies registered with Construction Industry Development Board (CIDB) of Malaysia and the correlation and regression analysis was carried out in order to test the hypotheses of the study. Key areas are now offered that practitioners and academics should further explore to contribute to the knowledge body on project success and to explore in more details which factors affect project success in construction industry in Malaysia.

Leadership styles, goal clarity, and project success

2018 ◽  
Vol 39 (2) ◽  
pp. 309-323 ◽  
Author(s):  
Muhammad Mustafa Raziq ◽  
Felipe Mendes Borini ◽  
Omer Farooq Malik ◽  
Mansoor Ahmad ◽  
Mehwish Shabaz
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Project Success ◽  
Active Management ◽  
Content Type ◽  
Goal Clarity ◽  
Transactional Leadership Style ◽  
Underlying Mechanisms ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

scholarly journals An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

2021 ◽  
Vol 11 (10) ◽  
pp. 4668
Author(s):  
Zheng He ◽  
Huihua Chen
Keyword(s):  
Leadership Style ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Matrix Multiplication ◽  
Critical Success ◽  
Hierarchical Structuring ◽  
Korla City

Construction activities taken place in ecologically fragile regions (EFRs) of China are facing a series of environmental obstacles. Studying critical success factors (CSFs) to arrive at the sustainable objectives for construction project in EFRs is needed. Understanding the interrelationships of these CSFs is one of the vital ways to achieve this. This paper identifies and analyzes 18 CSFs for construction projects in EFRs through a literature review from a multi-perspective and a case study of Korla City in China. The causal relationship between each CSF is obtained by pairwise comparisons and thereafter, an ISM (Interpretative Structural Modeling) method is employed to study the hierarchical structuring of the CSFs. As a result, we established a five-level ISM. Subsequently, an MICMAC (cross-impact matrix multiplication applied to classification) approach is implemented to partition and classify each CSF into four quadrants (independent, linkage, autonomous, and dependent) according to their driver and dependence powers. Through the implementation of an MICMAC approach, the degrees of relationship between each CSF is gained. The findings reveal that the studied 18 CSFs have a strong hierarchy and interrelationship. The project manager’s leadership style and economic viability are the root source of project success and has the highest influence, which is supported by the result of MICMAC analysis. CSF planning and implementation of sustainable strategies are more dependent and are influenced by others. The CSFs on the top level of ISM: conflict resolution, planning and implementation of sustainable strategies and resources of water play a significant role in arriving at the project success, and has a great potential for future study. The approaches implemented in this paper can be helpful for decision-makers and managers of construction projects in comprehending the interrelationships and the degrees of CSFs for construction projects in EFRs and for efficiently achieving the project success.

Critical Success Factors for Project Manufacturing Environments

2019 ◽  
Vol 50 (2) ◽  
pp. 243-258 ◽  
Author(s):  
Antônio Carlos Pacagnella ◽  
Sérgio Luis da Silva ◽  
Ornella Pacífico ◽  
Paulo Sergio de Arruda Ignacio ◽  
Alessandro Lucas da Silva
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Performance ◽  
Project Managers ◽  
Four Dimensions ◽  
Critical Success ◽  
Logistic Regression Method ◽  
Manufacturing Environments ◽  
The Relationship

The goal of this article is to identify and understand the relationship between the critical success factors (CSFs) of project manufacturing environments and project performance. This article explores those relationships through the logistic regression method, using a sample of 182 respondents and quantifying the influence of CSFs on success achievement in four dimensions (efficiency, impact on consumers, impact on the team, and preparation for the future). The results show that not all CSFs are significant in explaining project success. Thus, project managers must evaluate the influence of each one and consider it in their decisions.

The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review

2005 ◽  
Vol 36 (2) ◽  
pp. 49-61 ◽  
Author(s):  
J. Rodney Turner ◽  
Ralf Müller
Keyword(s):  
Project Management ◽  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Project Manager ◽  
Success Factor ◽  
General Management ◽  
Critical Success ◽  
Management Literature ◽  
Direct Contrast

The Project Management Institute has commissioned the authors to conduct research into whether the project manager's leadership style is a success factor on projects, and whether its impact is different on different types of projects. In this paper, we review the literature on the topic. Surprisingly, the literature on project success factors does not typically mention the project manager and his or her leadership style or competence as a success factor on projects. This is in direct contrast to the general management literature, which views effective leadership as a critical success factor in the management of organizations, and has shown that an appropriate leadership style can lead to better performance. Since, unlike most literature on project success factors, project management literature does consider the role of the project manager, we also review what it says about his or her leadership style and competence.

Critical success factors for international development projects in Maldives

2016 ◽  
Vol 9 (3) ◽  
pp. 481-504 ◽  
Author(s):  
Mohamed Yamin ◽  
Adriel K.S. Sim
Keyword(s):  
International Development ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Teams ◽  
Development Projects ◽  
Content Type ◽  
Team Members ◽  
Critical Success ◽  
The Relationship

Purpose – The purpose of this paper is to examine the perceptions of local project teams on critical success factors and project success in the context of international development projects in Maldives. It identifies the critical success factors of international development projects, examines how the success of international development projects in Maldives is perceived by local project team members, and analyzes the relationship between critical success factors and project success from the project teams’ perspective. Design/methodology/approach – A survey questionnaire was used and 41 project team members participated in the study. Correlation analysis and regression analysis were performed to understand the relationship with project success and critical success factors. Findings – The study found out that the levels of success of projects were perceived high among the project teams. The results indicated that monitoring CSF, coordination CSF, design CSF, training CSF, and institutional environment CSF had a significant relationship with project success. However, results of the regression analysis indicated that only monitoring CSF was significant in influencing project success. Research limitations/implications – The limited sample size and optimism bias of respondents were a constraint. Furthermore, further analysis of data may be required to advance analysis. Originality/value – The study looks through the lens of project implementation teams in order to provide insights from their vantage point. The study provides insights based on the Maldivian context which will benefit similar island nation communities implementing similar projects.

Project Culture as a Key Project Success Factor: The Perspective of Polish Project Managers

2021 ◽  
Vol 18 ◽  
pp. 822-837
Author(s):  
Joanna Moczydłowska ◽  
Joanna Sadkowska
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
Empirical Studies ◽  
Project Managers ◽  
Success Factor ◽  
Project Outcome ◽  
Project Culture ◽  
Interest In Research ◽  
The Relationship

Project management has the potential to play a key role in the effective functioning of a company. In spite of the intensive development of project management knowledge and tools, however, the ratio of projects which fail is still very high. For the above reason, interest in research dedicated to project success determinants has been increasing. Although existing empirical studies provide numerous evidence on project key-success factors, rrelatively little research has been devoted to examination of project culture in the context of its impact on the final results of projects. The study’s objective entails analysis of how project culture mediates the relationship between project characteristics and project outcome. For this purpose, a questionnaire has been developed, which was distributed among 138 project managers representing Polish enterprises. A theoretical model has been proposed, linking project attributes and project culture to project outcome. The results of the empirical studies indicate that inclusion of project culture, with special attention paid to its openness, significantly contributes to the clarification of the way project attributes affect project outcome.

scholarly journals Research on Project Success Factors within the Construction Industry of Ghana: Evidence from Wide Horizon Ghana Limited

2017 ◽  
Vol 3 (5) ◽  
pp. 38-43
Author(s):  
Saviour Ayertey Nubuor ◽  
Xu Hongyi ◽  
Samuel Kwadwo Frimpong
Keyword(s):  
Construction Industry ◽  
Leadership Style ◽  
Success Factors ◽  
Project Success ◽  
Project Managers ◽  
Primary Data ◽  
Project Failure ◽  
Team Members ◽  
Wide Horizon

The purpose of this investigation is to identify the key determinants of project success within the construction industry of Ghana using Wide Horizon Ghana limited as a case study. A self-administered questionnaire is used to gather primary data from relevant stakeholders within the scope of the study. The results showed that project manager’s influence and leadership style, project team members’ coordination, availability of resources and funds, organizational success and client’s satisfaction as well as the completion of projects on time were the main project success factors in the industry. Negative influences from stakeholders among others were seen as factors that contribute to project failure. It is recommended that Construction project managers or leaders should pay more attention to these success factors to ensure project success or minimize the rate of project failure within Ghana and the West African sub-region.

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