The project environment in Nigeria is shifting from traditional practice towards dispersed teams thereby
creating the need to understand leadership attributes that lead to successful project outcomes. This study
assessed the impact of leadership traits on team performance as correlates of success in construction
projects. Like many other management research, the study involve inferential survey. 172 participants
drawn from the different professions in the construction industry selected from 42 mega projects completed
in the last three years in south-south Nigeria were sampled. Twelve collaborative leadership traits drawn
from emotional, managerial competencies were tested against team performance and team spirit stimulants
from the literature. Mean item score was used to evaluate relevance of the traits to collaborative working
while hypotheses were tested using chi square. While the result of the study is not different from literature,
the far reaching implication is that, project team members’ satisfaction translates into successful projects.
Project management’s leadership quest to satisfy the project team must be guided towards collaboration.
The current result has advance significantly the understanding of team leadership attributes for the
research environment and further buttress the need to meet project participants’ mutual objectives for a
successful project.
The aim of this study is to highlight the significance of leadership skills that are vital for project
managers while managing projects in an effective and efficient way.
This document provides an abstract and contents page for a dissertation exploring organisational change and the role of internal and external change agents. The 12,580 word dissertation examines change management models and theories, and compares emergent and planned approaches to change. It defines the roles of internal and external change agents, and discusses how organisations manage change using these different types of agents. The dissertation aims to determine whether internal or external project managers deliver better results for organisational change projects. It reviews literature on change management and uses qualitative secondary research methods to analyse models, theories and case studies related to organisational change.
Project Management: Alignment at the topDavid Davis
This case study investigated how alignment among top management impacts project success. A survey of employees at a federal agency found a lack of alignment between project sponsors, executives, and program managers regarding project priorities and commitment. Project sponsors viewed the lack of alignment among top leadership as one of the greatest risks to project success. While projects had well-defined scopes approved by top management, alignment deteriorated during implementation. The study highlights that even with management support during planning, ongoing alignment among upper management is critical for project success. Project managers must be politically adept at identifying and addressing misalignment among senior leadership that could hinder their projects.
8.[60 68]the association between project success and project initiation phaseAlexander Decker
This study examines the relationship between project initiation factors and project success in Bangladesh. A survey was conducted of 50 companies across real estate, garments, and electronics sectors. The factors examined included business case justification, feasibility studies, project charters, teams, offices, and reviews. Regression analysis found most factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by specialized firms. The results provide insights for managers on which initiation factors contribute most to project success in Bangladesh and add to the limited existing literature on project management in the country.
11.the association between project success and project initiation phaseAlexander Decker
This document summarizes a study that examines the relationship between project initiation processes and project success in Bangladesh. It reviews literature showing factors like feasibility studies, project charters, and project offices contribute to success. The study surveyed 50 companies in Bangladesh about their project initiation processes and levels of project success. It found most initiation factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by inexperienced firms. The results suggest which initiation factors are most important for achieving success in Bangladeshi projects.
This document discusses dialogic organization development. It provides frameworks and models for leading organizational change through emergent and dialogic processes rather than pre-defined programs. Key aspects discussed include enabling change through broad engagement, dispersing decision-making, introducing generative images to spark new conversations, and allowing change to emerge from small experiments rather than top-down directives. The document contrasts diagnostic and dialogic mindsets, and outlines premises and touchpoints of dialogic organization development such as increasing differentiation of perspectives before seeking coherence and embedding new elements through small actions and successes.
The document discusses strategic decision-making and the role of strategic analysis. It begins by noting that strategic decision-making plays a crucial role in a company's success and survival. It then discusses how strategic analysis brings important information about evaluating internal and external environments, revealing opportunities and threats to consider in strategic decision-making. The document reviews different approaches and types of thinking used in strategic analysis and decision-making. Finally, it emphasizes that strategic analysis should have an important role in strategic decision-making by anticipating environmental changes and informing the development of effective long-term strategies.
The aim of this study is to highlight the significance of leadership skills that are vital for project
managers while managing projects in an effective and efficient way.
This document provides an abstract and contents page for a dissertation exploring organisational change and the role of internal and external change agents. The 12,580 word dissertation examines change management models and theories, and compares emergent and planned approaches to change. It defines the roles of internal and external change agents, and discusses how organisations manage change using these different types of agents. The dissertation aims to determine whether internal or external project managers deliver better results for organisational change projects. It reviews literature on change management and uses qualitative secondary research methods to analyse models, theories and case studies related to organisational change.
Project Management: Alignment at the topDavid Davis
This case study investigated how alignment among top management impacts project success. A survey of employees at a federal agency found a lack of alignment between project sponsors, executives, and program managers regarding project priorities and commitment. Project sponsors viewed the lack of alignment among top leadership as one of the greatest risks to project success. While projects had well-defined scopes approved by top management, alignment deteriorated during implementation. The study highlights that even with management support during planning, ongoing alignment among upper management is critical for project success. Project managers must be politically adept at identifying and addressing misalignment among senior leadership that could hinder their projects.
8.[60 68]the association between project success and project initiation phaseAlexander Decker
This study examines the relationship between project initiation factors and project success in Bangladesh. A survey was conducted of 50 companies across real estate, garments, and electronics sectors. The factors examined included business case justification, feasibility studies, project charters, teams, offices, and reviews. Regression analysis found most factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by specialized firms. The results provide insights for managers on which initiation factors contribute most to project success in Bangladesh and add to the limited existing literature on project management in the country.
11.the association between project success and project initiation phaseAlexander Decker
This document summarizes a study that examines the relationship between project initiation processes and project success in Bangladesh. It reviews literature showing factors like feasibility studies, project charters, and project offices contribute to success. The study surveyed 50 companies in Bangladesh about their project initiation processes and levels of project success. It found most initiation factors had a significant positive relationship to success, except for projects based solely on opportunities or feasibility studies by inexperienced firms. The results suggest which initiation factors are most important for achieving success in Bangladeshi projects.
This document discusses dialogic organization development. It provides frameworks and models for leading organizational change through emergent and dialogic processes rather than pre-defined programs. Key aspects discussed include enabling change through broad engagement, dispersing decision-making, introducing generative images to spark new conversations, and allowing change to emerge from small experiments rather than top-down directives. The document contrasts diagnostic and dialogic mindsets, and outlines premises and touchpoints of dialogic organization development such as increasing differentiation of perspectives before seeking coherence and embedding new elements through small actions and successes.
The document discusses strategic decision-making and the role of strategic analysis. It begins by noting that strategic decision-making plays a crucial role in a company's success and survival. It then discusses how strategic analysis brings important information about evaluating internal and external environments, revealing opportunities and threats to consider in strategic decision-making. The document reviews different approaches and types of thinking used in strategic analysis and decision-making. Finally, it emphasizes that strategic analysis should have an important role in strategic decision-making by anticipating environmental changes and informing the development of effective long-term strategies.
This document provides an overview of aligning organization development with business goals. It introduces the team working on alignment and defines key terms like organizational development and change management. It discusses OD theory and interventions like leadership development, team building, and change management. Models for change management from Lewin and Kotter are summarized. Knowledge and skills for consultants and business leaders are outlined, like asking the right questions and aligning learning goals with business performance. Potential barriers to alignment like communication, support from managers, and organizational culture are also covered.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The core elements of OD are organizational assessment, developing a plan to achieve the desired culture, and managing the change process. Key features include taking a long-term, broad-based, dynamic, and research-based approach with a focus on behavior change through teamwork and respect for individuals. Common OD interventions target individuals, groups, and the overall organization through techniques like sensitivity training, counseling, team building, and restructuring job roles.
Department of Management: ORGANIZATION DEVELOPMENT
FEATURES OF OD
Planned Change
Comprehensive Change
Long-range Change
Participation of Change Agent
Emphasis on Intervention and Action Research
Normative Educational Process
Management Development
Organizational Development
ROLE OF ORGANIZATION DEVELOPMENT
OD INTERVENTIONS
Management By Objectives
Process Consultation
Survey Feedback
Building capability to support project management 1.0Maven
This document discusses the growing trend of project management becoming a mainstream management discipline in organizations. It faces several challenges as the skills are now required by a broader range of staff. Building capability requires integrating project management skills development into a wider program that ensures organizations have sufficient skilled resources now and for the future. This model incorporates a longer term approach and identifies how skills development can support talent management and succession planning across an organization.
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Organisational development techniques & applicationsKrishna Kanth
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
The document outlines an organizational development course that takes place over 10 weeks with 2 hours of class per week. The course is worth 2 credits and covers topics like the meaning and scope of organizational development, processes for organizational change and development, common organizational development interventions, evaluating organizational development programs, and the future of organizational development in India. Key texts for the course include books on organizational development and design by French C Bell and Bhupen Srivastava.
The document discusses action research and organizational development (OD) interventions. It describes action research as a process involving stating a goal, studying the existing state, deciding on actions, implementing actions, and evaluating results. OD interventions aim to improve organizational and employee effectiveness through structured activities guided by principles like including relevant people and ensuring a high probability of success. Specific interventions discussed include team building, process consultation, and inter-group peacemaking.
Organizational development change management 05.26.15 finalMark Hernandez
The document discusses organizational development and change management. It begins by outlining the objectives of organizational development as acquiring knowledge about organizational development and change management, explaining the importance of anticipating and managing change, describing necessary actions to prepare organizations for change, and getting employees involved in planning and executing change. It then provides definitions and models of organizational development, discusses reasons why change occurs in organizations and common reactions to change. The document also outlines an 8 step process for transforming organizations and managing change, including establishing urgency, forming a guiding coalition, communicating the vision, and institutionalizing new approaches. It emphasizes the importance of change management and adapting to a changing environment.
This document outlines the characteristics, need, benefits, and effectiveness of organizational development (OD). Key characteristics of OD include planned change, encompassing the whole organization, long-range change, systems orientation, use of change agents, problem solving, experiential learning, collaborative management, group processes, organizational culture, feedback, and being situational/contingency oriented. OD aims to help make organizational culture more responsive through training for change. Benefits are that it provides opportunities for people to develop their full potential and makes organizations more effective at meeting goals in a challenging work environment. However, measuring the effectiveness of OD can be difficult due to many confounding variables and potential biases.
A brief overview of the congruence model, used in organisational development and change. A useful model to use when considering implementing new strategy or changes in strategy.
The CEO held a two-day workshop to address issues with strategy implementation in the organization. On day one, groups used a change puzzle kit to analyze the current organization and develop a vision of the future organization. They identified core changes needed. On day two, groups used a game to develop an integrated, detailed implementation plan addressing leadership tasks. The result was an practical plan that excited and motivated the leaders to work together to implement the strategy.
The document provides instructions for creating a thesis statement from a question prompt. It explains that you should first read the question prompt and convert it into a firm statement. This converted statement then serves as the basis for your thesis. It provides examples of changing questions into statements that could be used for a thesis, such as changing "Do you like vanilla ice cream?" into potential thesis statements about reasons for liking or disliking vanilla ice cream.
This document provides information about several Greek wines from various producers. It describes the wines' grapes, flavors, aromas, and recommended food pairings. The producers emphasize organic farming practices and certifications. Wines mentioned include whites and reds from Tsavolakis, Orfanos, and Kelari Dialekto, made from grapes like Chardonnay, Roditis, Cabernet Sauvignon, Agiorgitiko, and Syrah.
This document provides information on the City & Guilds 2399-11 Level 3 Award in Installation of Small Scale Solar Photovoltaic Systems. The course consists of 3 mandatory units that are completed over 5 days. Learners must have an N/SVQ 3 in Electrical Installation or equivalent. The units cover principles of renewable energy, requirements for solar PV installation, and installing, testing, commissioning and handing over a small solar PV system up to 5kWp. Assessment includes online multiple choice tests and a practical assignment.
This document discusses supersonic aircraft. It provides background on the history of aviation and introduces supersonic and hypersonic flight. Key concepts around supersonic aircraft principles and laminar flow are covered. The document also outlines various aircraft design concepts and the advantages and disadvantages of supersonic aircraft. Optimization methods and applications for supersonic aircraft design are presented.
TEDxCoimbra é uma organização sem fins lucrativos que organiza eventos locais inspirados no TED, com o objetivo de estimular a discussão de ideias que valem a pena compartilhar. Desde 2010, o TEDxCoimbra realizou vários eventos com oradores e performances para enriquecer o debate sobre o futuro da sociedade e arrecadar doações para organizações locais.
This document discusses the high costs that businesses incur due to disengaged leaders and employees. Gallup research finds that actively disengaged employees cost U.S. businesses between $450-550 billion per year in lost productivity. Disengaged employees are more likely to negatively influence coworkers, miss workdays, and drive customers away. Additionally, the majority of people would trust a stranger over their boss, indicating a leadership crisis. The document provides tips for building trust with one's team and persuading disengaged bosses, emphasizing transparency, commitment, and connecting with others.
El documento hace un llamado a descargar material impreso de cuatro blogs mencionados para apoyar los esfuerzos de rescate y preservación de dicho material, el cual es una labor ardua. Se invita a los lectores a visitar regularmente los blogs donde se actualiza el contenido de manera permanente.
This document discusses the importance of calcium, vitamin D, and vitamin K2 for pregnancy nutrition. It notes that calcium is essential for fetal bone growth and development and helps reduce risks of pregnancy complications like preeclampsia. The recommended daily calcium intake increases during pregnancy. Vitamin D aids calcium absorption and vitamin K2 directs calcium to the bones. Together calcium, vitamin D and K2 support strong bones and healthy blood vessels in both mother and baby. Calcium deficiency during pregnancy can lead to issues like preeclampsia, while meeting calcium needs helps support the growth and health of both mother and fetus.
This document provides an overview of aligning organization development with business goals. It introduces the team working on alignment and defines key terms like organizational development and change management. It discusses OD theory and interventions like leadership development, team building, and change management. Models for change management from Lewin and Kotter are summarized. Knowledge and skills for consultants and business leaders are outlined, like asking the right questions and aligning learning goals with business performance. Potential barriers to alignment like communication, support from managers, and organizational culture are also covered.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The core elements of OD are organizational assessment, developing a plan to achieve the desired culture, and managing the change process. Key features include taking a long-term, broad-based, dynamic, and research-based approach with a focus on behavior change through teamwork and respect for individuals. Common OD interventions target individuals, groups, and the overall organization through techniques like sensitivity training, counseling, team building, and restructuring job roles.
Department of Management: ORGANIZATION DEVELOPMENT
FEATURES OF OD
Planned Change
Comprehensive Change
Long-range Change
Participation of Change Agent
Emphasis on Intervention and Action Research
Normative Educational Process
Management Development
Organizational Development
ROLE OF ORGANIZATION DEVELOPMENT
OD INTERVENTIONS
Management By Objectives
Process Consultation
Survey Feedback
Building capability to support project management 1.0Maven
This document discusses the growing trend of project management becoming a mainstream management discipline in organizations. It faces several challenges as the skills are now required by a broader range of staff. Building capability requires integrating project management skills development into a wider program that ensures organizations have sufficient skilled resources now and for the future. This model incorporates a longer term approach and identifies how skills development can support talent management and succession planning across an organization.
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Organisational development techniques & applicationsKrishna Kanth
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
The document outlines an organizational development course that takes place over 10 weeks with 2 hours of class per week. The course is worth 2 credits and covers topics like the meaning and scope of organizational development, processes for organizational change and development, common organizational development interventions, evaluating organizational development programs, and the future of organizational development in India. Key texts for the course include books on organizational development and design by French C Bell and Bhupen Srivastava.
The document discusses action research and organizational development (OD) interventions. It describes action research as a process involving stating a goal, studying the existing state, deciding on actions, implementing actions, and evaluating results. OD interventions aim to improve organizational and employee effectiveness through structured activities guided by principles like including relevant people and ensuring a high probability of success. Specific interventions discussed include team building, process consultation, and inter-group peacemaking.
Organizational development change management 05.26.15 finalMark Hernandez
The document discusses organizational development and change management. It begins by outlining the objectives of organizational development as acquiring knowledge about organizational development and change management, explaining the importance of anticipating and managing change, describing necessary actions to prepare organizations for change, and getting employees involved in planning and executing change. It then provides definitions and models of organizational development, discusses reasons why change occurs in organizations and common reactions to change. The document also outlines an 8 step process for transforming organizations and managing change, including establishing urgency, forming a guiding coalition, communicating the vision, and institutionalizing new approaches. It emphasizes the importance of change management and adapting to a changing environment.
This document outlines the characteristics, need, benefits, and effectiveness of organizational development (OD). Key characteristics of OD include planned change, encompassing the whole organization, long-range change, systems orientation, use of change agents, problem solving, experiential learning, collaborative management, group processes, organizational culture, feedback, and being situational/contingency oriented. OD aims to help make organizational culture more responsive through training for change. Benefits are that it provides opportunities for people to develop their full potential and makes organizations more effective at meeting goals in a challenging work environment. However, measuring the effectiveness of OD can be difficult due to many confounding variables and potential biases.
A brief overview of the congruence model, used in organisational development and change. A useful model to use when considering implementing new strategy or changes in strategy.
The CEO held a two-day workshop to address issues with strategy implementation in the organization. On day one, groups used a change puzzle kit to analyze the current organization and develop a vision of the future organization. They identified core changes needed. On day two, groups used a game to develop an integrated, detailed implementation plan addressing leadership tasks. The result was an practical plan that excited and motivated the leaders to work together to implement the strategy.
The document provides instructions for creating a thesis statement from a question prompt. It explains that you should first read the question prompt and convert it into a firm statement. This converted statement then serves as the basis for your thesis. It provides examples of changing questions into statements that could be used for a thesis, such as changing "Do you like vanilla ice cream?" into potential thesis statements about reasons for liking or disliking vanilla ice cream.
This document provides information about several Greek wines from various producers. It describes the wines' grapes, flavors, aromas, and recommended food pairings. The producers emphasize organic farming practices and certifications. Wines mentioned include whites and reds from Tsavolakis, Orfanos, and Kelari Dialekto, made from grapes like Chardonnay, Roditis, Cabernet Sauvignon, Agiorgitiko, and Syrah.
This document provides information on the City & Guilds 2399-11 Level 3 Award in Installation of Small Scale Solar Photovoltaic Systems. The course consists of 3 mandatory units that are completed over 5 days. Learners must have an N/SVQ 3 in Electrical Installation or equivalent. The units cover principles of renewable energy, requirements for solar PV installation, and installing, testing, commissioning and handing over a small solar PV system up to 5kWp. Assessment includes online multiple choice tests and a practical assignment.
This document discusses supersonic aircraft. It provides background on the history of aviation and introduces supersonic and hypersonic flight. Key concepts around supersonic aircraft principles and laminar flow are covered. The document also outlines various aircraft design concepts and the advantages and disadvantages of supersonic aircraft. Optimization methods and applications for supersonic aircraft design are presented.
TEDxCoimbra é uma organização sem fins lucrativos que organiza eventos locais inspirados no TED, com o objetivo de estimular a discussão de ideias que valem a pena compartilhar. Desde 2010, o TEDxCoimbra realizou vários eventos com oradores e performances para enriquecer o debate sobre o futuro da sociedade e arrecadar doações para organizações locais.
This document discusses the high costs that businesses incur due to disengaged leaders and employees. Gallup research finds that actively disengaged employees cost U.S. businesses between $450-550 billion per year in lost productivity. Disengaged employees are more likely to negatively influence coworkers, miss workdays, and drive customers away. Additionally, the majority of people would trust a stranger over their boss, indicating a leadership crisis. The document provides tips for building trust with one's team and persuading disengaged bosses, emphasizing transparency, commitment, and connecting with others.
El documento hace un llamado a descargar material impreso de cuatro blogs mencionados para apoyar los esfuerzos de rescate y preservación de dicho material, el cual es una labor ardua. Se invita a los lectores a visitar regularmente los blogs donde se actualiza el contenido de manera permanente.
This document discusses the importance of calcium, vitamin D, and vitamin K2 for pregnancy nutrition. It notes that calcium is essential for fetal bone growth and development and helps reduce risks of pregnancy complications like preeclampsia. The recommended daily calcium intake increases during pregnancy. Vitamin D aids calcium absorption and vitamin K2 directs calcium to the bones. Together calcium, vitamin D and K2 support strong bones and healthy blood vessels in both mother and baby. Calcium deficiency during pregnancy can lead to issues like preeclampsia, while meeting calcium needs helps support the growth and health of both mother and fetus.
A brief description of oyster industry by taking example as a brand Amul and its history, timeline,competitive landscape , industry workings and marketing strategies like PEST and etc.
The document provides details about an event called "Reading Geek Night" occurring on July 23rd. It includes contact information for Claire Thompson from Wavespr communications, including her phone number, email address, and social media handle to get more information about the event. The event appears to be related to technology or science topics given its name of "Reading Geek Night".
Thomas J. Watson stated that great human accomplishments result from the transmission of ideas that inspire enthusiasm which then leads to action. Ideas are shared and generate excitement that drives people to take action and achieve great things.
This document summarizes key concepts from Chapter 3 of an organizational behavior textbook, including:
1) The foundations of emotions and moods such as affects, emotions, moods, self-conscious emotions, and social emotions.
2) Organizational and cultural exemplars of emotions including emotional dissonance, emotional labor, deep acting, surface acting, and emotional intelligence.
3) The definition of attitudes as predispositions to respond positively or negatively, including their cognitive, affective, and behavioral components.
4) Job satisfaction and its relationship to performance, including the five facets of satisfaction and debates around whether satisfaction or performance drives the other.
20170227 Значение 10,12,13 (12+1),70,72 апостоловAndrei A. Emelin
10,12,13 (12+1),70,72 Апостолов
Сколько их, кто они и почему именно столько?
Ответ прост:
Правила апостолов (12 созвездий эклиптики- зодиакального круга) в итоге заменены на 10 заповедей, кратно 10 созвездиям для простолюдинов
остается еще всего один вопрос....
О Коране и Арифметике циклов Времени
Воспользуемся описанием математических зависимостей в Коране (см. источник) чтобы понять:
что стоит за числом 19?
Другой источник, представляющий собой сборник Старого и Нового Завета, содержащий в себе набор Евангелий, вместе именуемый Библией, будет представлен далее отдельной частью исследования Времени.
Этот материал подготовлен как часть исследования Времени, посвященного раскрытию временных циклов в составе цикла Прецессии Земли, объясняющего наступление и увеличение чАстоты и мощности Катаклизмов в цикле времени, равном 25920 лет + 80 лет переходный период, где переходный период берет свой отсчет в прошедшем 2016 году.
Окончание этого цикла Прецессии, по современным сведениям наступающее к 2100-2103 году, вместе с расчетами временного цикла Прецессии и его составляющих малых циклов, дает нам возможность определить значения и состояние положения полюса Эклиптики планеты Земля относительно северного полюса Галактики, давая временные ориентиры для ожидаемого смещения полюса планеты Земля относительно полюса Эклиптики. Общее исследование времени выполняется в рамках проекта восстановления Духовности Человека и Культуры Общества.
This document discusses underdeveloped and developed economies. It defines an underdeveloped economy as having low living standards, poverty, and reliance on other economies. Economic development is defined as a sustained rise in real per capita income and GNP through continuous productivity growth. The features of economic development include increasing incomes, long-term growth, reducing poverty and income inequality. Determinants include both economic factors like market structures as well as non-economic factors like institutions and human capital formation. Causes of underdevelopment include market imperfections, poverty traps, and lack of capital formation.
Effecive Project Management Leadership as a Project SuccessSam muwanei
This document summarizes a research study on the relationship between project management leadership and successful project completion in Botswana. The study used a quantitative descriptive approach and surveyed individuals in the construction, engineering, and real estate industries who have been involved in project management. The results indicated that transformational leadership applied by project managers is a critical success factor for projects. Effective project leadership is needed to motivate teams and ensure projects are completed on time, on budget, and within scope.
Leading Construction Project Teams: The Effectiveness of Transformational Lea...IJAEMSJORNAL
This document summarizes a research study that investigated the relationship between transformational leadership characteristics and construction project team effectiveness in Kurdistan. The study involved 71 participants from 5 construction companies in Erbil, Kurdistan. Quantitative methods were used to analyze questionnaires assessing intellectual stimulation, individualized consideration, idealized influence, inspirational motivation, and project team effectiveness. The results found the strongest relationship was between idealized influence and project team effectiveness. There were also weak positive relationships between intellectual stimulation, individualized consideration, and project team effectiveness. However, there was no relationship found between inspirational motivation and project team effectiveness. In conclusion, transformational leadership characteristics, especially idealized influence, can positively impact the effectiveness of construction project teams.
Leadership and teams inbusiness a study of IT projectsin .docxDIPESH30
Leadership and teams in
business: a study of IT projects
in the United Arab Emirates
Kasim Randeree
BT Centre for Major Programme Management, Saı̈d Business School,
Kellogg College, University of Oxford, Oxford, UK, and
Mathews Ninan
IT Department, Sharjah Municipality, Sharjah, United Arab Emirates
Abstract
Purpose – The purpose of this paper is to examine the effectiveness of leadership and team processes
in information technology (IT) projects in business environments. The paper contextualizes the study
in the United Arab Emirates (UAE).
Design/methodology/approach – The paper addresses two central questions: what is the level of
IT project team effectiveness in the UAE context? What is the maturity level of leadership in IT project
management in the UAE? A tailored instrument, based on Cohen and Bailey’s team effectiveness
evaluation model, was used in this study of 42 project teams in the UAE across various sectors.
Findings – The findings demonstrate that IT projects in the UAE demonstrate a maturity level that
is transactional, with task-focused teams and people-oriented leadership styles.
Research limitations/implications – The implications of the paper can facilitate broader
contextualized research on leadership and IT project team effectiveness, with particular emphasis on
developing economies. This is important in addressing the issue of high failure rates in IT projects in
general.
Practical implications – Understanding the role of leadership and its responsibility in facilitating
teams in technical and high failure environments can impact on productivity and success rates in
future projects.
Originality/value – This paper is unique in providing collated opinion about constructs within IT
project team processes and leadership effectiveness in the context of businesses in developing
economies. The use of a maturity structure addressing leadership, trust, teams and cohesion is
distinctive.
Keywords Information technology, Leadership, Team working, Project teams, United Arab Emirates
Paper type Research paper
1. Introduction
Two key factors in organizational effectiveness are leadership and teams. Leadership
has been prominent since the early twentieth century and there have been several
periods of study starting from trait-based studies to adaptive and cognitive studies
prevalent over the last few decades (Van Maurik, 2001; Chemers, 2000). Similarly, teams
have been a key component of successful organizations. The use of teams in
project-based businesses has been widely accepted as an effective way of delivering
strategic goals (Dvir et al., 1998). The leadership influence on an effective team can
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1753-8378.htm
The authors would like to thank Santander and The British University in Dubai for their support
of this research.
IJMPB
4,1
28
Received 2 November 2009
Accepted 9 April 2010
International Journal of Managing
Proje ...
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INFLUENCE OF LEADERSHIP TRAITS ON TEAM PERFORMANCE AS CORRELATES OF SUCCESS IN CONSTRUCTION PROJECTDELIVERY
1. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
19
INFLUENCE OF LEADERSHIP TRAITS ON
TEAM PERFORMANCE AS CORRELATES OF
SUCCESS IN CONSTRUCTION
PROJECTDELIVERY
Samuel Ekung*1
;Olubajo Oluseun2
and Ubong Ebong3
1
Department of Quantity Surveying, Imo State University, Owerri, Nigeria
2
Department of Building, Federal University of Technology, Minna, Nigeria
3
Department of Building, AkwaIbom State Polytechnic, IkotEkpene, Nigeria
ABSTRACT
The project environment in Nigeria is shifting from traditional practice towards dispersed teams thereby
creating the need to understand leadership attributes that lead to successful project outcomes. This study
assessed the impact of leadership traits on team performance as correlates of success in construction
projects. Like many other management research, the study involve inferential survey. 172 participants
drawn from the different professions in the construction industry selected from 42 mega projects completed
in the last three years in south-south Nigeria were sampled. Twelve collaborative leadership traits drawn
from emotional, managerial competencies were tested against team performance and team spirit stimulants
from the literature. Mean item score was used to evaluate relevance of the traits to collaborative working
while hypotheses were tested using chi square. While the result of the study is not different from literature,
the far reaching implication is that, project team members’ satisfaction translates into successful projects.
Project management’s leadership quest to satisfy the project team must be guided towards collaboration.
The current result has advance significantly the understanding of team leadership attributes for the
research environment and further buttress the need to meet project participants’ mutual objectives for a
successful project.
KEYWORDS
Collaborative working, leadership traits, multi-cultural projects, team spirit, and team performance
1. INTRODUCTION
The effectiveness of project management has been linked to the success of the project (Hyva’ri,
2006). The nexus between project success and project manager’s performance has also been
established (Rahmanet al., 2008). The mainstay of effective project management has been
predicated on people and leadershipas critical drivers. A study by Nauman& Khan
(2008)identified people as the most essential project management resource. Impacts of leadership
on project management effectiveness and project success have been widely studied. Zimmerer &
Yasin (1998) found that positive leadership contributed about 76% to the success of projects.
Negative or poor leadership contributed 67% to the failure of projects (Kahn & Nauman, 2008).
While these studies considers broad theme of leadership; study on the specific construct of
leadership traits is not apparent as research on project leadership are limited (Cleland, 1995 and
Chan & Chan, 2005). In the context of the developing countries, Odusami, Omirin & Iyagba
(2003) believes the lack of focus on leadership research is not only a case in academic but also a
2. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
20
significant problem in practice. In Nigeria, very few studiesare conducted in this area (Ekung,
2012). Previous studies in Nigeria evaluate mainly leadership behaviour (style) on project
performance (Odusami Omirin & Iyagba, 2003). Butconstruction projects are social systems that
include numerous areas: organisational behaviour; leadership competence; and human resource
management (Huemann,Keegan & Turner2007). Despite this awareness, the conventional model
of construction management’s research tends to emphasistechnology and management to the
marginalization of leadership; this is therefore a case for reconsideration (Skipper & Bell, 2006).
The impact of this trend is widespread and shortage of skilful ‘construction leaders’leads other
factors (Toor & Ofori, 2008).
The present study focuses on traits as a sub-set of leadership competence. Trait is an important
component of the competence thought in leadership that does a better job at predicting that a
construction project manager may be an effective leader than actually distinguishing between an
effective or ineffective leader (Shead, 2011). Traits refer to external behaviours that emerge from
things going on within the leader’s mind.It is these internal belief and processes that are important
for effective leadership (Mosier, 2010). The project management in Nigeria is largely engrossed
in traditional practice (Ekung, 2012; OdusamiOmirinand Iyagba, 2003) andis gradually transiting
to virtual team practice. The context of its project management therefore is neither originally
collocated nor purely virtual. With the on-going transition from traditional to virtual project
environment, it is pertinent to identify proven collaborative leadership traits for each project
environment based on their influence on team spirit and performance.
2. PROJECT TEAM
The team is a group of people with predetermined purpose of achieving a goal or set goals
through collective efforts, resources and responsibility for the results achieved (Oyedele, 2010).
Katzenbach & Smith (1993) in Oyedele (2010) described a team as a small number of people
with complementary skills who are committed to a common purpose, performance goals, and
approach of which they are mutually accountable. In the context of construction project, a team
can be described as a group of people assembled for a temporary endeavour to achieve defined
goal. Project teams play an important role not only in traditional projects, such as new product
development, systems design and construction, but also in implementing organisational change,
transferring technology concepts and in executing unique projects like construction (Thamhain,
2004).
Teams do not emerge through a natural process but requires a conscious selection process. There
are different stages in project team formation process. Tuckman and Jensen (1977) in Tseng, et
al., (2004) identify five stages of team development: forming; storming; norming; performing and
adjourning. Oyedele (2010) identified stages of team selection or election to include induction,
training or both; performance and adjournment. After due diligence selection, a project requires
team development to fully integrate in order to relish required performance. Several writers have
shown that an effective team is artificially built and not naturally born, hence the role of the
project manager and his leadership traits cannot be overemphasized. Other studies have also
shown that individual qualities of team member do not naturally add up to the quality of a team
except the qualities is managed to advantage hence the need to collaborate.
3. TEAM PERFORMANCE
Team performance has been addressed in the team literature. (Doinne Atwater & Spangler, 2004)
appraised a generalized framework that includes inputs (i.e. resources), processes (i.e. collective
effort) and outcomes (i.e. specific performance indicators). Because specific performance
indicators and availability of certain resources may vary from team to team, it is essential to
3. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
21
develop and agree criteria for evaluating performance as the project develops. Accordingly,
several researches have examined performance inducers for the overall construction industry.
However, Nzekwe-Excel Nwagboso, Proverbs, and Georgakis’(2005) satisfaction parameters
lean towards team spirit building. In their study, satisfaction ‘stimulants’are regarded as correlates
of successful project outcome. Other studies emphasised individual qualities of team member do
not naturally add up to the success of the team except the qualities is collaborated. Duygulu &
Ciraklar (2009) maintained that performance expectations differ depending on groups receiving
services while Odusami Omirin & Iyagba, (2003) placed emphasis on the project manager’s
competence, qualification and profession. There is therefore no known correlation between
leadership traits and team performance.
The traditional project management practice emphasizes procedural, managerial and operational
functions benchmarked on coordinating and controlling project’s internal and external resources
(Dominick et al. 2004). As a result, the project organisation is driven towards meeting time,
budget and technical objectives. But due to an increasing rate of technological change and
globalisation, impetus has shifted to collaborative working by project teams. Also, the need for
cross-functional competencies has also increase. However, while procedural and operational
issues are important, researchers and professionals believe projects can be more successful when
leaders encourages the realisation of members individual objectives. The present study aims to
evaluate the impact of leadership traits on project success. The objective of the study is to
determine leadership traits that enhance collaborative working and its impact on project team’s
effectiveness in construction projects. In this context, project success is assessed as the project
management effectiveness in terms of concern for people and his ability to satisfy the team to
deliver on project objectives as a correlate of successful project outcome. The departure in project
management practice imposes the need to understand fully the leadership traits which enhances
the realisation of project objectives in the emerging environment. Drives towards innovation in
projects in different parts of the world also place impetus on the need to understand the leadership
traits that will support successful delivery outcome in emerging project environments.
In this light of reality, based on literature’s failure to address this problem in the research
environment, there is need for an empirical study to investigate the leadership traits that can
improve team performance as a measure of success in construction projects. The relationship is
hypothesized on project management success factor ‘empowering team members to perform
creatively’. Although, some aspect of the leadership competence have been studied (Turner &
Muller, 2005; Zhang, 2009) and the relationship between project success and leadership style
apparent, the trait set peculiar to successful project in the study environment is not apparent. To
determine this relationship and based on an earlier studies by Turner & Muller Ob cit; an aspect
of the managerial competence trait was studied. The research question is to determine the extent
in which ‘collaborative leadership trait’ satisfies team building imperatives generated individually
and collectively from the literature and practice thereby ‘empowering the team to perform
creatively’ as a determinant of successful outcome in projects. The need is based on assertion in
the literature that leadership trait should match the needs of the project stakeholders (PMI, 2008
& Zhang, 2009). While the term ‘stakeholder’ is comprehensive and used pluralistically, the
study focused on the upstream stakeholders’ set which constitutes the project team. The study
also seeks to buttress the need to determine leadership traits of the project managers’ as a
behavioural inputs in delivering on project objectives. Although, the role of the project managers
have been largely ignored in research (Turner & Muller, 2005); few studies continually solicits
respondents ‘project managers’ opinion of their own impact on project success. This approach
will lead to self-reporting bias. An alternate approach is used in this study. The perceptions of
stakeholders in the project teams were elicited. The importance of determining perceptions is
predicated on its ability to influence decision, team behaviour and product outcome (Dada, 2013).
4. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
22
4. VARIABLES OF THE STUDY
Ekung (2012), Duygulu & Ciraklar (2009) and Nauman & Khan (2008) shared corroborative
views on the effective leadership traits for successful project outcomes, team effectiveness and
project management effectiveness. The presents study adopts the ‘collaborative management style
as the umbrella trait which encompasses twelve other leadership traits drawn from emotional,
managerial competencies namely: ‘effective communication’; ‘problem solving ability’;
‘accessibility’; ‘honesty and integrity’; ‘self- confidence’; ‘effective time management’; ‘result
oriented’; ‘forward looking’; ‘ability to delegate tasks’; ‘competence’; ‘enthusiasm’; and
‘persuasiveness and social adaptability’ validated relevant to construction project delivery in an
earlier study by the author.
Eight factors are used to determine the impact of leadership traits on team spirit: level of
involvement; open and honest communication; level of commitment; high level of self-
confidence; proven loyalty to each other; consultation with other team member; and an
atmosphere of trust.
Nzekwe-Excelet al. (2008) developed satisfaction parameters for evaluating team performance as
a correlate of project success. They defined satisfaction as a ‘measure, or the extent to which the
needs, requirements and expectations of clients, team members and customers for a project are
met’. Their satisfaction parameters were defined along four most commonly identified success
criteria in the construction industry; cost, quality, safety and time with 16 attributes. Cost:
‘Project fee is paid for as agreed’; ‘Changes are fairly introduced’; ‘Supplier cost estimates are in
accordance with my requirements’; and ‘Flexibility for changes or introduction’. Quality:
‘Project design contains sufficient details’; ‘Project consultants are responsive to question and
changes’; ‘Open and friendly communication’; ‘Client interactions are open and friendly’; and
‘Minimal defects in supply’. Safety: ‘Project schedules are detailed and easy to understand’; and
‘Health, safety, and risk procedures are with no incidents’. Time: ‘Project is completed on time’;
‘Communication flow is consistent’; ‘Response to complaints is quick production’; ‘Ensures that
changes are introduced as early as possible’; and ‘Supplier’s ability to meet my deadlines’. By
satisfying these stimulants the team members are adjudged ‘empowered to perform creatively’.
Two research hypotheses are proposed:
Hypothesis 1(Ho): there is no significant relationship between project managers’
collaborative leadership traits and team spirit
Hypothesis 2 (Ho): there is no significant relationship between project managers’
collaborative leadership traits and team performance.
5. RESEARCH METHODOLOGY
The study is an inferential survey research. Data were collected using structured questionnaire
from 172 professionals on 42 projects completed in the last three years. Three years from
completion was selected because empirical evidence reveals most project review and feedback
are done within this time frame and memories on the project are deemed fresh(PMI, 2008).
Projects were carefully selected based on strong variables of multi-cultural teams and
construction cost above N2Billion. To facilitate the selection, projects with disperse participants
in different states were targeted. The objective was to select projects that meet the changing
project environment in Nigeria. They include roads, bridges, housing and other infrastructures.
Government archival data were obtained from Ministries of Works, Housing and Transport in
selected states and project team address and details were obtained. Participants were sampled
using snowballing. The approach was deemed most suitable because most projects studied have
5. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
23
been completed and team members disengaged. Snowballing involves selecting samples based on
network (Kumar, 2011) and is widely used in construction management research (Dada, 2013).
The study was conducted in six States of the Niger Delta Nigeria. The Niger Delta occupies
south-south and part of south west Nigeria. It is the oil rich region and it was selected for the
study due to the massive infrastructural development in the area in the last few post amnesty
period. 42 projects with 172 participants comprising Architects, Builders, Engineers, Project
Managers and Quantity surveyors were contacted for information about the projects they were
involved. 20 projects are located in Akwa Ibom State, 4 in Cross River, 6 in Delta, 4 in Rivers, 6
in Edo and 2 in Bayelsa.
Data were collected using scale 1- strongly disagree to 5- strongly agree. The data were
collected in two tiers. First the respondents were asked to identify the preponderance of the
selected leadership traits as relevant to promoting collaborative leadership. Second, they were
required to rank the degree in which identified traits realised certain performance satisfiers in
team spirit building and performance stimulation. Data were analysed statistically using SPSS
after reliability test with Alpha Cronbach Test. This was to validate the stability of the data
collection instrument and accuracy of collected data. Accordingly, the value of 0.78 was obtained
and this is an indication of strong stability and reliability. Mean item score was used to determine
the degree of impact while hypotheses were tested using chi square.
6. RESULTS
The objective of the study was to determine the impact of collaborative leadership traits on team
performance as correlates of successful project outcome. Descriptive statistics of the project
studied indicates there are 43% roads, 29% tourism projects, 19% housing and 9% other related
infrastructure projects. Road works include bridges, flyovers and drainages while tourism
includes parks, stadia, cinemas and hotels. Over 48% of these projects are above 20Billion Naira,
38% are above N5Billion but below N20Billion Naira while only 18% are below N5Billion Naira
respectively. Every project studied utilizes multicultural teams comprising of State, National and
Foreign nationals. The study determines the extent in which collaborative leadership trait
promotes team spirit as an indicator of the ability to perform creatively. The collaborative
leadership traits of the construction project manager highly promotes level of involvement,
enhanced communication and level of commitment in the team; and averagely influence level of
self-confidence, promote loyalty to each other, improve consultation and build trust (Fig 1).
Improved level of involvement ranked 1st
, enhanced open and honest communication ranked 2nd,
promote level of commitment 3rd
while influence level of self-confidence and proven loyalty to
one another ranked 4th
and 5th
respectively. Others are promotes consultation among team
members, promoting atmosphere of trust 6th
and 7th
. The mean score of 3.00 and above was
validated critical to accept result. Accordingly all seven indicators of team building have mean
item score above 3.00
Similarly, high ranking results were obtained on the impact of collaborative leadership trait on
team performance. Consistent communication flow ranked 1st
on the influence of collaborative
leadership trait on team performance (Fig 2). Consultant response to questions and changes
ranked 2nd,
while client ability to maintain open and friendly interaction ranked 3rd
. others are
6. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
24
changes are fairly introduced 4th
; project is paid for as agreed 5th, project is completed on time
6th
, and health, safety and risk procedures are with no incidents 7th
.
Hypotheses Testing
The null hypothesis is accepted with a P-value of 0.05 and above while the alternate hypothesis is
accepted with a P-value less than 0.05
Hypothesis 1 Ho: there is no significant relationship between project managers’ leadership traits
and team spirit.
Alternate H1: there is a significant relationship between project managers’ leadership traits and
team spirit.
Improved
Level of
involvement
Enhanced
open and
honest
communication
Promote level
of
committment
Influenced
level of self-
confident
Ensure proven
loyalty to one
another
Promote
consultation
Promote
atmosphere of
trust
0
1
2
3
4
1
2
3
45
6
7
Fig 1: Impact of Collaborative Leadership Traits on Team
Spirit
7. Civil Engineering and Urban Planning: An International Journal (CiVEJ) Vol.2,No.2, June 2015
25
Table 2: Influence of Collaborative Leadership Trait on Team Spirit
Leadership Traits/Team Spirit Factors α2
df P-value Decision
Promote level of Involvement
Enhanced open and honest Communication
Promote level of Commitment
Ensure collaborative decision making
Promote high level of self confidence
Motivate proven loyalty to each other
Encourage consultation among team members
Ensures an atmosphere of Trust
24.78
22.05
14.62
5.75
28.31
14.47
13.28
82.46
16.48
16
3
9
12
12
9
9
9
9
2.82
1.94
5.26
0.06
1.45
4.64
0.05
24.49
02.14
Accept
Accept
Accept
Accept
Accept
Accept
Accept
Accept
Accept
=Number of respondents; df = degree of freedom; and α2
= chi square value
Hypothesis 2 Ho: there is no significant relationship between collaborative leadership traits and
team performance.
Alternate H1: there is a significant relationship between collaborative leadership traits and team
performance.
Table 3: Influence of Collaborative Leadership Traits on Team Performance
Leadership Traits/Team Performance Stimulants α2
df P-value Decision
Project is paid for as agreed
Changes are fairly introduced
Open and friendly communication
Project schedules are detailed and easy to understand
Project is completed on time
Communication flow is consistent
Client interaction are open and friendly
15.05
8.15
81.19
12.99
47.99
31.89
1
3
9
9
9
9
0.36
4.45
27.49
0.61
6.69
0.60
Accept
Accept
Accept
Accept
Accept
Accept
Consistent
Information Flow
Response to
Questions
Open and
friendly
interaction
Changes are
fairly introduced
Project fee are
paid for as agreed
Project are
completed on
time
Safety & Risks
are without
accident
0
1
2
3
4
1
2
3
45
6
7
Fig 2: Impact of Collaborative Leadership Trait on Team Performance
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26
10.05 9 0.02 Accept
N=Number of respondents; df = degree of freedom; Standard deviation; α2
= chi square value
In Table 2 and 3, Null hypotheses Ho are accepted. There is therefore significant relationship
between collaborative leadership trait and team spirit as enabler to perform creatively and team
performance as correlates of successful outcome.
7. DISCUSSIONS
The collaborative leadership trait of the construction project manager significantly influence
project outcome if it delivers on key team spirit building factors. Respondents ranked as critical
seven indicators of effective team spirit factors against twelve leadership traits which enhances
collaborative working. Project managers’ ability to promote valuable level of involvement of all
team members, enhance consultation, communication, level of commitment, collaboration, trust,
self-confidence, and proven loyalty to each other among team members. The result of the findings
reveals project managers who exhibit these traits will effectively build a good team spirit; hence
they were rated above average signifying strong agreement. These finding of the study is
supported by the findings of Oberlender (2000) and Oyedele (2010). Oyedele (2010) discussed
‘Team management: lessons from the leadership styles of successful team managers’ and
opinionated that in order to build an effective team; the team leader must promote related factors.
Oberlender (2000) discussed key factors in team leadership and emphasized that team
communicationsare vital to a successful team because highly motivated and dedicated worker
wants, and need to be informed. The high ranking of the project manager’s ability to promote
effective participation of all members is not unexpected as earlier studies emphasized people as
the key resources to successful project outcome. Makilouko (2004) found that project managers
are primarily people- focused while Lee-Kelly (2003) found that half of their study sample was
relationship – oriented. Contemporary approaches for delivering superlative results in timely
completion, quality projects and on budget and possibly savings are built around collaborative
working. Wood (2005) had found 20 -30% savings on time and cost with partnering delivery
approach while not jeopardising quality.
The collaborative leadership trait of the construction project manager promotes team performance
if it satisfies certain satisfaction criteria. The finding of the study revealed quality based satisfiers
as the best team performance stimulators. Project consultants are responsive to questions and
changes that is the ability to communicate effectively and adaptability traits of the project
manager receive high rating alongside communication flow is consistent. Clients’ interactions are
open and friendly (quality based satisfier) also rated third depicting emphasis on quality project
delivery by project team members. Other performance stimulants considered critical by
respondents include remuneration (project fee is paid for as agreed) fourth and changes are fairly
introduced fifth.
However, the result with ‘project fee is paid for as agreed’ was not unexpected. This result is
similar to Morgan Maslow proposition that people are driven by needs that actualises oneself than
even the basic necessities of life. Similarly, Thamhain (2004) identified two sets of variables team
leadership and team environment as strong indicators of team performance. The study’s
satisfaction stimulators are a combination of these two variables as it evaluates leadership with
factors in the project environment. Raiden,Dainty and Neale (2004) identified individuals need to
meet expectation in terms of gaining experience or training as a stimulant to team performance
while Dionne, Atwater & Spangler (2004) also found strong ties between leadership attributes
and team performance. The implication from this study reaffirms the need for a complete move
away from the adversarial traditional contracting towards relational contracting in order to
promote collaborative leadership.
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8. CONCLUSION
This study, using survey assessed the impact of collaborative leadership trait on team
performance as trigger of successful project outcome. The test of the study’s hypotheses indicates
strong relationship between collaborative leadership traits and team performance. The implication
therefore is that, project team members’ satisfaction translates into successful project. It is also an
indication that these leadership traits are essential for effective team performance and successful
construction projects delivery. Concern however arises in respect to the use of self-report data
although it is not uncommon with management research. This approach is limited by the ability to
influence results due to mutual origin prejudice. However, the study sampled only construction
project team members and therefore did not include construction managers themselves. Future
research may be necessary using other approach for data collection and on mono-cultural projects
since the present studies examined multi-cultural projects. The current result advance
significantly the understanding of team leadership attributes and further buttress what behaviour
and team nourishing ingredient is necessary for successful project outcome. There is the tendency
that further studies may yield innovative conceptual acumen that will advance successful project
management.
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