The TL boosts TWQ in terms of communication, coordination, and cohesion to achieve a successful project. The findings suggest that TL is associated with PS through serial mediation of team-building and teamwork. No research to date has used this nascent methodology to explore the association between TL and PS.
In most organizations using project success PS as a survival strategy, the ubiquitous PS phenomena will remain in the near future Musawir et al. The PS has become a universal topic for project management researchers due to the rapid expansion and heterogeneous nature of the organizations Albert et al.
Leadership literature identifies the impact of leadership on the success and management of the project; however, there is a deficient understanding of the project-based organizations Albert et al. In the past three decades, the researcher and practitioners are interested in the psychological relationship between employees and their organizations Barattucci et al.
Research calls to explore the underlying mechanism through which leadership styles influence information system development ISD projects. Laissez-faire is considered destructive in project management compared to the former two leadership styles Skogstad et al. Transformational and transactional styles have gained particular attention in project management, and some project leaders build up a meticulous leadership behavior attempt to enhance and improve the project performance Yang et al.
The leader aims to accomplish the goal by subordinates through communication and influence, as cited by Raziq et al. Project management literature Prabhakar, ; Yang et al. The role of the project leader is essential in all the phases of the project, from initiation to completion and delivery of the product or service according to the expected specifications of the project stakeholder PMI, The rapid change in the environment brings challenges and opportunities to cope with the project successfully and is liable for sustainable development Huemann and Silvius, The role of the project leader is greatly signified to establish and achieve the desired goal Shao, Project success is the ultimate goal for any organization; hence, it is an indispensable subject to project management researchers Albert et al.
Complex projects are likely to be successful when experienced with a high level of team communication, collaboration, and cohesiveness Yang et al. The present study seeks to contribute to a better understanding of the mechanisms through which the transformational leadership TL behavior of the project managers influences PS. A research study called for more research to understand the relationship between TL and team performance through the use of mediators representing team processes Gundersen et al.
The government of Pakistan formulated series of policies to facilitate information technology IT firms to promote the export of software in the international market. The previous studies also demonstrated that project leadership is critical to PS Scott-Young et al. Although several studies Prabhakar, ; Yang et al. The environment and the approach of the ISD projects are entirely different from other sectors due to the intangible nature of the product.
According to Antonakis et al. The proposed plan is to investigate the unresolved question of previous literature with empirical evidence. As Pollack and Matous stated, in the project management literature, no research has been found that examined the effect of unique, repeatable team-building activities and how they affect teamwork.
Project success is an intensively discussed topic in the project management field Standing et al. Traditionally, the scope, cost, and time of the iron triangle are considered key components for the measurement of PS PMI, Whereas, the PS evaluation also encompasses additional factors including product acceptance from the customer, stakeholder, commercialization, and future project opportunity Cooke-Davies, ; Serrador and Rodney, Baccarini considered that PS is related to the outcomes of a project, such as information system or research and development products, and project management success refers to the process and performance of the project in terms of cost, time, and quality Baccarini, DeLone and McLean defined the success of an information system IT as PS, in contrast to the success of the project management as cited by Petter et al.
Though there is no mutual consensus among the researcher on PS criteria in the project management literature, the work by Khang and Moe and Ika et al. Primarily, the work done by Raziq et al.
An investigation proposes the following as the PS determinants: the advantages the project brings to the project organization, key partners, the project team, customer satisfaction, the accomplishment of the objectives of the project organization, and marketing potential Ika, Given the above-mentioned determinants, comprehensively, we can describe that PS involves the following factors: project completion within the scope, time, expense, quality, customer and stakeholder satisfaction, and the achievement of the goals and objectives of the project organization.
Although the subject of leadership has been under scholarly examination for several decades, there is a shortage of empirical study in the project management context Aga et al. Full Range Leadership Theory is the most generally accepted leadership theory, and it envelops transformational, transactional, and laissez-faire styles Sohmen, Gundersen et al. The TL is related to solid individual identification with the leader, forming a mutual vision of things to come, and a relationship between the leader and the subordinates who are undeniably dependent on something other than the straightforward trade of remunerations for consistency Keegan and Den Hartog, The leader is the primary source of motivation and encouragement for the subordinates to bring a positive change Raziq et al.
In the literature, there seems to be a general agreement of researchers on four dimensions of TL: idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration. Idealized influence is the behavior of the leader that arouses strong emotions in the followers and establishes a deep mutual understanding. Inspirational motivation is expressed when a leader conveys a vision that is compelling and encouraging to followers and offers demanding tasks and elevated expectations for them.
Individualized consideration describes paying attention to individual followers and their personal needs Mittal, , and provides support, encouragement, and coaching to the followers Avolio et al. Klein et al. The goal-setting strategy conveys the general goals and specific objectives of the project to the team members by defining a subtask and setting schedules. As a result, the team members who are subjected to a target setting will become active in action planning to discover ways to reach specific objectives Aga et al.
Role clarification emphasizes increased communication among team members regarding their respective roles within the team. Team members exposed to role-clarification activities are expected to achieve a better understanding of the respective roles of themselves and others and their duties within the team Klein et al.
This includes clarifying the requirements of the individual roles, team norms, and mutual responsibilities of team members Aga et al. The interpersonal process includes conflict resolution among team members and clearing up any hidden agenda Aga et al. Problem-solving practice stresses understanding significant challenges in group tasks to develop the aptitudes relevant to the task.
This is a process in which the team members identify the problems, generate considerable and relevant data, take an interest in strategic thinking and action planning, and execute and review action plans Aga et al. Numerous studies have sought to assess the efficiency of teamwork. The first TWQ model developed tested the collective team-task processes and focused on the level of interaction Hoegl and Gemuenden, Previous studies demonstrated that teamwork efficiency is measured as a second-order construct consisting of communication, coordination, cohesion, mutual support, and learning in new product development NPD projects Kuthyola et al.
Oh et al. Communication considers the frequency of interaction among team members, formalization, and the free exchange of information. Coordination demands to develop a general understanding among the project team members when working on parallel subtasks, and agreement on common work-down structure, schedules, budgets, and deliverables of the project.
Balance of member contribution is the ability to employ the expertise of the team members to its full potential. The contribution should reflect the specific knowledge and experience of the team members.
Mutual support is the ability and willingness of the team members to assist and support each other in executing their tasks. The sub construct effort is the capacity and willingness of team members to share the workload and prioritize the activities of the group over other tasks.
Cohesion is the motivation of the team members to maintain the team and to understand that the team goal is more important than individual goals. This section presents the conceptual framework and hypotheses of the study. It also highlights the relationships between the variables in the study. Figure 1 depicts the conceptual framework of the study. The literature indicates that the appropriate attitudes of the project leaders play a significant role in achieving an excellent project performance Scott-Young and Samson, ; Zwikael and Unger-Aviram, The TL style is positively associated with employee entrepreneurial behavior Afsar et al.
The leadership style is also linked positively in a project environment with PS Anantatmula, and project performance Keller, The attributes inspiration, respect, obligation, individualized consideration, support, and open communication of TL are much more likely to yield positive results Al-Ghazali, Zaman et al. A transformational approach has enhanced the knowledge of different obstacles and related project problems that warrant initiatives to improve Zaman et al.
The transformational leader thus sets inspiring goals for his team members to achieve demanding project objectives. In project teams, a transformational leader promotes positive workplace relationships, high engagement, and cohesion in project teams that guarantee the success of the project Raziq et al.
In this way, the team members work to their full potential and bring the project to completion. Thus we propose our first hypothesis:. The TL style of the project manager positively influences project success. Team-building facilitates the exchange of information and mutual understanding among team members and improves the outcomes of the team Hsu et al. McDonough investigated the following four factors of the leadership style of project managers that effect TBP: project goals, empowerment, climate, and human resources.
In the project goal, effective project leadership defines the goals and tasks to subordinates and clarifies the constraints. Project managers should adopt the TL style to empower team members to explore, analyze, and make decisions about the strategies to utilize them for problem-solving and tasks to be performed.
Effective leadership style is vital for project managers to maintain the flow of information and expertise within the team and other organizational groups for actual decision making. This process involves communication mechanisms to exchange information about the project objectives, project changes, and updates the role and responsibilities of individual members. An effective project leadership style is required to enhance team commitment, build trust, and establish efficient working relationships among the team members.
Burke et al. The TL style is required for a project manager to instill motivation and enthusiasm in the team to perform beyond their expectations by conventional team-building strategies, such as goal-setting, role-clarification, interpersonal communication, and problem-solving techniques Aga et al. TBPs mediate the relationship between the transformational leadership style of the project manager and PS. Several studies have indicated that teamwork is a crucial factor that positively affects the success of the project teams Hoegl and Gemuenden, ; Yang et al.
Teamwork is considered a proxy for project performance evaluation and project progress in complex environments Qin et al. Several studies have shown how TWQ acts as a mediator between leadership styles and project performance Aronson et al. Aronson et al. Another study elaborated on how TWQ mediates leadership and project outcomes Dionne et al.
The success of the team can have significant measurable effects on the time and cost of the success of a project; teamwork is usually seen as a soft skill with few specific guidelines or analysis of its influence on project results Thomas et al. Team-building is one of the ways for organizations to enhance the efficiency of teamwork Klein et al.
It is an intervention in which cohesive working groups learn to improve their teamwork skills by using a planned agenda Tannenbaum et al. Svyantek et al. Xu et al. Effective and efficient team-building, team communication, cohesiveness, and collaboration are the preconditions for the success of project management Raziq et al. Staggers et al. Effective communication is an integral part of teamwork, one of every five projects being reported as unsuccessful due to poor communication Pollack and Matous, The purpose of team-building strategies is to change and extend team processes until they are formed and stabilized Kozlowski and Ilgen, It is possible to classify projects into various categories.
This research considers information systems development ISD projects. The deliverables of ISD projects are intangible. The development of the ISD projects aims to enhance organizational coordination in terms of real-time data, better communication, greater productivity, and a secure location.
In this study, the participants are ISD project managers from Pakistan. We took the information from the firm name, contact, website, and city from the PSEB website. The data were gathered from the following major cities of Pakistan: Islamabad The managers have already sensed, observed, and witnessed the results of these specific characteristics of the project in question; the self-reported survey concept is more appropriate Zhang et al.
We sent the link to the online questionnaire to ISD project managers. We received responses; the response rate was In this study, we took one participant per organization. It had been mentioned at the top of the questionnaire that participants must have managed one or more ISD project s in the past. In the project management literature, there is a debate on what constitutes the PS criteria. Some researchers used the aggregative approach Yang et al.
This research used the aggregate approach of measuring a multi-dimensional project performance construct based on the interpretation of specific parameters by project managers. Project success constructs adopted from a well-validated study of Aga composed of six items, addressing time, expense, quality, client use, satisfaction, and efficacy. We adopted the constructs of Aga et al. The study by Bass and Avolio has been considered a well-validated study in leadership research.
We adopted eight elements of TL, covering idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Items ranging from 1 strongly disagree to 5 strongly agree were based on the five-point Likert scale, respectively.
Team-building is a multi-dimensional construct that entails goal setting, role clarification, interpersonal processes, and problem-solving Klein et al. We adopted eight items from the study by Aga et al. Teamwork quality that entails communication, coordination, the BMC, mutual support, effort, and cohesion comprises six items adapted from Oh et al.
In this study, the participants were ISD project managers. A set of control variables are listed that adopted to mitigate spurious effects and enhance internal validity. Open Access Articles. Limit By Subject. Applied search limits No search limits have been applied. Current Subject Limits: all Click to remove. Authors Frederick Morgeson D. DeRue Elizabeth Karam. Read It Here Publisher. When these needs are met, goals are achieved and the organization progresses. The functional leadership theory has been developed after studying the behaviors of successful leaders, and identifying the particular actions that led to successful results.
Here, the focus is more on what the leader does than on who the leader is. In functional leadership, what matters is whether things get done. The leadership role is fluid and the primary emphasis is on ensuring behaviors that achieve a particular result. The functional leadership approach maintains that it is not necessary for a group to have only one particular member who performs all the leadership functions.
The idea is that any group member can perform these actions, which means that anyone can be the leader. Therefore, the leadership role itself is quite flexible. Under the functional leadership style where the actions of each individual matter, it is of vital importance that each member knows exactly how he or she contributes to the group to achieve its goals.
In order for the group to effectively perform their task, the functional leader must ensure that the group is properly organized. Not only should each member have a clear understanding of what is expected of them, but the group itself should be properly structured to facilitate their actions. The functional leader must ensure that every individual in the group feels sufficiently appreciated for their efforts and actions. Functional leadership involves a great deal of controlling exactly what happens in the team.
Resources are usually limited in any situation, and the leader must control what happens by being efficient about getting the maximum results from the available resources.
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