scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective

2017 ◽  
Vol 48 (3) ◽  
pp. 58-75 ◽  
Author(s):  
Rashid Maqbool ◽  
Ye Sudong ◽  
Nasir Manzoor ◽  
Yahya Rashid
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Construction Projects ◽  
Project Success ◽  
Leadership Behavior ◽  
Project Managers ◽  
Effective Leaders ◽  
Transformational Leadership Style ◽  
The Impact

Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by various factors, project managers play a very important role. This study aims to examine the relationship and impact of construction project managers’ emotional intelligence (EI), managerial competencies, and transformational leadership style on project success. A total of 107 Pakistani construction firms were studied with a view to measuring the effects of these variables on the overall performance of construction projects. The results show that project managers with high emotional intelligence who bear the desired competencies and exhibit transformational leadership behavior are effective leaders and ensure higher success in projects than their counterparts. The findings will assist project sponsors in selecting the appropriate project managers for their projects.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somnoma Edouard Kabore ◽  
Seydou Sane ◽  
Pascaline Abo
Keyword(s):  
Transformational Leadership ◽  
International Development ◽  
Leadership Style ◽  
Project Success ◽  
Project Team ◽  
Team Size ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Moderating Role

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

Linking transformational leadership and “multi-dimensions” of project success

2019 ◽  
Vol 13 (1) ◽  
pp. 103-127 ◽  
Author(s):  
Umer Zaman ◽  
Shahid Nawaz ◽  
Sidra Tariq ◽  
Asad Afzal Humayoun
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Structural Model ◽  
Project Success ◽  
Higher Order ◽  
Project Managers ◽  
Second Order ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose Transformational leadership, flexibility and visibility improves project responsiveness to highly unpredictable and impactful events referred as the ‘black swans’ in mega projects (Bloch et al., 2012; Raziq et al., 2018; Zailani et al., 2016). However, these concepts have never been empirically tested in a single framework to determine their significant impact on multi-dimensional project success. The purpose of this paper is to investigate the interactional effects of project flexibility and project visibility on the relationship between transformational leadership and “multi-dimensions” of project success including meeting design goals; impact on customers and benefits to project-based organization. Design/methodology/approach Empirical data derived from cross-sectional survey of 160 project managers from telecom intensive companies in Pakistan were used to test the conceptual framework developed from recent literature. Partial least squares-structural equation modeling (PLS-SEM) provided detailed analysis of the measurement and structural model. The most recent reflective–formative PLS-SEM approach for higher-order constructs has been introduced. Findings The results indicate that project managers’ transformational leadership (β = 0.348, p < 0.01), project flexibility (β = 0.221, p < 0.01) and project visibility (β = 0.366, p < 0.01) are positively related with the multi-dimensional project success (second-order formative) construct. Interestingly, the relationship between transformational leadership and project success is influenced by significantly negative moderations established through project flexibility (β = −0.100, p < 0.01) and project visibility (β = −0.093, p < 0.05). Research limitations/implications This study in the telecom sector examined the interactional effects of risk mitigating strategies (i.e. project flexibility and project visibility) on the relationship between transformational leadership and multi-dimensional project success. This study creates a basis for future investigations extending to various project types and relevant to different industries especially those involving higher-order (formative) assessments of project success. Practical implications The study findings assist project leaders to meet their escalating commitments in achieving project success from a multi-dimensional standpoint. Additionally, this study underscores a renewed perspective of transformational leadership and project outcomes. Despite prevailing understanding developed through prior research, transformational leadership may become less favorable for project success in conditions of increased flexibility and visibility in projects. Originality/value Earlier studies have overlooked the multi-dimensional nature of project success (second-order formative) construct, despite several attempts to examine the interplay between transformational leadership and project success. Based on the knowledge gap and non-existence of empirical evidence, the authors introduced and empirically tested the moderating role of project flexibility and project visibility in the relationship between transformational leadership and multi-dimensional project success.

scholarly journals A Journey to Cherish; How Transformational Leadership Affects Project Success through Team Performance

2021 ◽  
Vol 58 (1) ◽  
pp. 1156-1166
Author(s):  
Hina Saleem Et al.
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Project Success ◽  
Clear Understanding ◽  
Validity And Reliability ◽  
Construction Companies ◽  
Analysis Technique ◽  
Transformational Leadership Style ◽  
Improve Rate

Purpose: The study aims to explain the role of transformational leadership style in mediating team performance and its affect on project success.Approach/Methodology/Design: The method of determining the sample used is random sampling. The study population is construction companies in Pakistan. The sample used was a size of230subordinates as respondents. Data collection is done through survey by distributing questionnaires offline that have been tested for validity and reliability. The data analysis technique used is the SEM-PLS Analysis.Findings: The results showed that transformational leadership variable positively and significantly affects project success.Transformational leadership has a positive relationship with team performance and team performance also has a positive relation with project success. This study also proves the direct and indirect affect of transformational leadership on project success.Practical Implication: Therefore, transformational leadership provides a clear understanding to improve rate of project success and team performance.Originality/Value:Increasing team performance strategy can significantly mediate the affect of transformational leadership on project success in construction sector of Pakistan.

scholarly journals An Empirical Assessment of Transformational Leadership in Institutions of Higher Learning

2018 ◽  
Vol 7 (1) ◽  
pp. 20-24
Author(s):  
Umar Mufeed
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Leadership Practices ◽  
Higher Learning ◽  
North India ◽  
Teaching Staff ◽  
Institutional Performance ◽  
Policy Makers ◽  
Institutions Of Higher Learning ◽  
Transformational Leadership Style

The purpose of this paper is to examine the perception of employees towards transformational leadership prevailing in sample select universities. The respondents in this study comprise of 169 teaching and 97 non- teaching staff selected from four universities of North India. Multi factor Leadership questionnaire (MLQ- 5x) developed by bass and Avolio (1995) was employed to gather the responses from the respondents. The data collected were analyzed using descriptive and inferential statistics. The results of the study revealed that there prevails a favorable perception among employees regarding transformational leadership practices. Teaching staff have showed higher satisfaction towards existing transformational leadership practices as compared to non-teaching staff. The study suggests that academicians and policy makers must promote transformational leadership style in order to improve employee delivery and enhance institutional performance in sample select universities.

scholarly journals Transformational Leadership Style Training for School Leaders

2020 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Neelam Nisar ◽  
Abid Shahzad ◽  
Mehartab Rabica
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
School Leadership ◽  
Leadership Style ◽  
School Leaders ◽  
Relevant Literature ◽  
Leadership Skills ◽  
Public And Private ◽  
Quasi Experimental ◽  
Transformational Leadership Style

This research focused on the training of school leaders in transformational leadership - which is recommended for educational leaders all over the world (Alkhasawneh, 2018) - and to determine if it impacts their leadership skills or not. Based on relevant literature and training need analysis, training was planned and given to 120 in-service school heads for one month. The research was quasi-experimental that used a one-group pre-test post-test design because no similar group was available. The experimental group was divided into two groups; public and private, for a comparison. Also, a follow-up study was conducted to keep it nearer to the experimental approach. The training delivered to the school principals comprised of selected content about the concept of leadership and transformational leadership. This content was reinforced by real-world examples and relevant leadership activities. Participants were assessed under pre-defined grading criteria that were their attendance, participation, and performance in quizzes and assignments during the training. After completion, they were observed and evaluated for their leadership skills at their workplaces and awarded with the points. This quantitative data were analyzed by using mean, standard deviation, and paired sample t-test for knowing and comparing the results. It was found that the transformational leadership style training had improved the effectiveness and leadership skills of school leaders. Similar training courses have been endorsed by training participants for enhancing the leadership styles of school leaders. Keywords: School Leadership, Transformational Leadership Development, School Leadership Development, Transformational Leadership in Schools

Emotional intelligence and transformational leadership behaviours of construction project managers

2018 ◽  
Vol 23 (1) ◽  
pp. 73-89 ◽  
Author(s):  
Emily M. Potter ◽  
Temitope Egbelakin ◽  
Robyn Phipps ◽  
Behrooz Balaei
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Construction Industry ◽  
Leadership Style ◽  
Construction Project ◽  
Project Managers ◽  
Online Questionnaire ◽  
Content Type ◽  
Transformational Leadership Style ◽  
The Uk

Purpose Existing research has highlighted the need for influential leaders to respond to the evolving social, economic and environmental constraints on the construction industry. Studies on leadership in other sectors have shown that influential leaders tend to demonstrate a high level of emotional intelligence. Little or no research examining relationships between leadership style and emotional intelligence has been conducted specific to construction project managers. This study aims to identify the prevalent leadership style adopted by construction project managers and investigate potential correlations between leadership style and emotional intelligence. Design/methodology/approach An online questionnaire including a mix of open and closed questions was adopted to address the research objectives. The group studied comprised project managers currently working in the construction industry in New Zealand and the UK. Findings The research found that transformational leadership style is prevalent among project managers examined in this study. Significant positive relationships were found between project managers’ emotional intelligence and their likelihood of adopting a transformational leadership style. Originality/value The research results provide the construction industry with a benchmark against which individuals with high emotional intelligence, and so most suited to the challenges of the project management role, can be identified and trained. Recommendations including suitable methods for identifying, recruiting and training project managers, as well as secondment and mentoring options, were suggested for improving leadership capabilities in the construction industry.

scholarly journals Transformational leadership as a mediator in the relationship between satisfaction with remuneration and the retention of artisans in the military

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
Zamokuhle W. Shabane ◽  
Cecile M. Schultz ◽  
Catharina E. Van Hoek
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Intention To Quit ◽  
Mediating Role ◽  
Managerial Implications ◽  
Transformational Leadership Style ◽  
The Military ◽  
The Relationship

Orientation: The field of leadership has been extensively researched over the last couple of decades, with a particular emphasis on the different types of leadership styles. The most valuable resource that any manager works with is human resources. Studies have indicated that the way in which people are managed is influenced by the leadership styles of managers. This, in turn, influences employee behavioural intention, including intention to quit. Retention is, in turn, influenced by a number of factors, including remuneration. This study considers the relationship between satisfaction with remuneration and retention and the mediating role that a transformational leadership style may play in this regard.Research purpose: The objectives of this study were twofold. Firstly, to determine whether transformational leadership played a mediating role in the relationship between satisfaction with remuneration and intention to stay amongst artisans employed in the military. Secondly, to determine whether there were demographic differences for these findings.Motivation for the study: This study was conducted to determine whether a perceived lack or presence of transformational leadership influences the intention to quit amongst employees in relation to their level of satisfaction with their remuneration. In this way, the study may assist in determining strategies to improve artisan retention levels.Research methodology: The study was quantitative in nature. A survey research design was applied to collect data, using a questionnaire as the survey instrument, from artisans (N = 108) employed at a military unit in Pretoria.Main findings: The results revealed that the participants, regardless of gender or race, were generally unsatisfied with their remuneration. Transformational leadership was found to play a mediating role in the relationship between satisfaction with remuneration and intention to stay.Practical/managerial implications: Organisations should develop the transformational leadership skills of their managers in order to increase talent retention levels and reduce employees’ intentions to quit.Contribution and value additions: The results of the study could assist military base commanders in improving artisan retention levels through implementing effective transformational leadership development programmes.

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM IMPLEMENTASI KURIKULUM 2013

1970 ◽  
Vol 19 (1) ◽  
pp. 1-20
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Learning Resources ◽  
Artistic Development ◽  
Transformational Leadership Style

Tulisan ini disusun sebagai panduan bagi kepala madrasah untuk mempraktikkan gaya kepemimpinan transformasional agar guru dan karyawan di madrasah memiliki kesiapan dalam implementasi kurikulum 2013. Ada enam peran yang dimainkan oleh kepala madrasah dalam praktik kepemimpinan transformasionalnya. Pertama, melakukan sosialisasi kurikulum 2013. Kedua, membina pribadi guru dan karyawan dengan melakukan pembinaan mental, pembinaan moral, pembinaan fisik, dan pembinaan artistik. Ketiga, membina pribadi peserta didik. Keempat, mengubah paradigma guru. Kelima, memenuhi berbagai fasilitas dan sumber belajar yang mendukung dalam implementasi kurikulum 2013. Keenam, menciptakan lingkungan madrasah yang kondusif-akademik, baik secara fisik maupun nonfisik. This paper is organized as a guide for the headmaster to practice transformational leadership style so that the teachers and staff at the school ready to apply the 2013 curriculum. There are six roles that play by the headmaster in the practice of transformational leadership. First role is to disseminate the curriculum of 2013. Second role is fostering teachers and employees personality to perform mental, moral, physical, and artistic development. Third role is fostering the learners’ personality. Fourth role is changing the paradigm of teachers. Fifth role is fulfilling a variety of facilities and learning resources that support the implementation of the 2013 curriculum. Sixth role is creating an academic-supported environment in madrasah both physical and nonphysical.

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