Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng, Junwei; Wu, Guangdong; Xie, Hongtao; Xu, Honggang

doi:10.3390/su9122336

Cited by 15 publications

(32 citation statements)

References 89 publications

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“…innovative behavior) in temporary organization context. Even though the potential of organizational culture to be a moderator in the relationship between leadership and organizational outcomes has been identified (Han et al , 2016; Zheng et al , 2017), this study demonstrates the knowledge on the congruence perspective of leader-rated variable and cultural variable in understanding the motivation mechanism of followers’ innovative behavior in construction project setting. Moreover, this study not only considers the role of the followers’ perceptions in line with Li et al (2013), but also pays attention to the role of the followers’ outcomes (e.g.…”

Section: Introductionmentioning

confidence: 67%

“…According to the previous research, the outcomes (e.g. performance) of construction projects are theoretically relevant to effective leadership styles (Odusami et al , 2003; Tyssen, Wald and Spieth, 2014) and organizational cultures (Zheng et al , 2017). Some current studies (e.g.…”

Section: Theories and Hypothesesmentioning

confidence: 99%

“…innovation climate Chan et al , 2014) or the interaction effect with environmental variables (e.g. organizational culture Zheng et al , 2017). However, the influence mechanism of construction innovation has extended the individual level and the interaction of different levels rather than using the person-environment fit or person-organization fit perspective, which ignore the matching or un-matching influence between project managers and project-based organizational factors.…”

Section: Introductionmentioning

confidence: 99%

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Leadership, organizational culture, and innovative behavior in construction projects

Zheng

Xie

et al. 2019

IJMPB

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Purpose The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting. Design/methodology/approach The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis. Findings The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles. Research limitations/implications The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research. Practical implications The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training. Originality/value This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

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Section: Introductionmentioning

confidence: 67%

Section: Theories and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Leadership, organizational culture, and innovative behavior in construction projects

Zheng

Xie

et al. 2019

IJMPB

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“…Aronson [49] explored the influence of leader styles on project culture. Furthermore, Zheng et al [46] pointed out that ambidextrous leadership positively influenced ambidextrous culture. Kumaraswamy et al [70] shed light on professional and individualistic subcultures.…”

Section: Factors Influencing Project Culturementioning

confidence: 99%

The Passing Fads and Emergent Trends of Project Culture in Construction Industry

Jin

Wan

et al. 2020

Advances in Civil Engineering

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Project culture in construction industry is unique, distinguishing one project from others, and plays a role in the processing of construction projects. The aim of this paper is to conduct a holistic review of the extant literature and identify the future trends of project culture. The method of a systematic literature review was conducted to overview the extant articles on project culture in construction industry until 2019. After searching in ISI Web of Science, Scopus, and Google Scholar, we obtained a total number of 31 papers and refinement was made by content analysis. Four aspects were analyzed: the nature of project culture, the diagnosis of project culture, factors influencing project culture, and research focus. It provides a map of project culture from philosophy paradigms. And findings show that research on project culture was mainly from the function paradigm (the integration position) in which culture can be manipulated for better project performance. A few from nonfunction paradigm (the fragment position) stressed sense making of project culture. This study proposes a framework consisting of a hybrid function/nonfunction paradigms and diagnoses project culture from explicit and implicit aspects. These findings make a firm foundation for the exploration of project culture from multiperspectives in theory and practice.

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“…In recent years, many scholars have conducted many empirical studies to explore the role of TL in project success [ 10 , 11 ]. On the one hand, most researchers have shown that TL can promote project success.…”

Section: Introductionmentioning

confidence: 99%

Understanding the Impact of Transformational Leadership on Project Success: A Meta‐Analysis Perspective

Zhao

Dong-jiao

Chen

2021

Computational Intelligence and Neuroscience

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This paper aims to systematically analyze the reasons for the differences in the relationship between transformational leadership (TL) and project success and apply meta-analysis to summarize which dimensions of TL are the main driving forces for project success. Adopting the meta-analysis approach, we investigated 31 independent studies (N = 6475) and studied the theoretical moderators of this relationship from the perspectives of mediating variables, cultural background, and document type to test whether the moderating effects can explain the inconsistent research results. The results reveal that TL positively affects project success and leadership charm is the primary driver of TL. Also, the existence of a mediating mechanism has a more significant impact on the success of the leading project. Meanwhile, compared with project construction under the Western cultural background, countries with Eastern culture are more inclined to use a people-oriented philosophy for project management to promote project success. This research provides an empirical perspective to help project leaders select management talents, regulate leaders’ words and deeds, and cultivate technical and soft leadership skills. Besides, this paper proposes a unique and nuanced view of the relationship between TL and project success, enhancing people’s understanding of the TL’s role in influencing project success.

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Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Cited by 15 publications

References 89 publications

Leadership, organizational culture, and innovative behavior in construction projects

Leadership, organizational culture, and innovative behavior in construction projects

The Passing Fads and Emergent Trends of Project Culture in Construction Industry

Understanding the Impact of Transformational Leadership on Project Success: A Meta‐Analysis Perspective

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