Comparing the leadership styles of functional and project managers

Turner, J. Rodney; Müller, Ralf; Dulewicz, Vic

doi:10.1108/17538370910949266

Cited by 70 publications

(21 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In other literature, the correlation has been shown between the competence of managers and project success in different projects [3]. There are many empirical studies on leadership and project success using LDQ questionnaires, such as the financial industry, construction industry, agile projects, and general projects [19][20][21].…”

Section: Team Member's Competence For Project Managementmentioning

confidence: 99%

The Competence of Project Team Members and Success Factors with Open Innovation

Choi

2020

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

The purpose of this paper is to examine the relationship between emotional, managerial, and intellectual competence of team members, which refer to the LDQ (Leadership Development Questionnaire) and impact on project success. (1) Background: Large and complex projects are being conducted in a dynamic business environment. The need for capabilities and managerial aspects of participants of the project for business performance increases. (2) Methods: A questionnaire survey was conducted on 164 project management professionals in various industries from Korea. The structural equation modeling technique was performed to establish the effect of competence of team members on project success factor. (3) Results: The results provided empirical support for the impact of team members’ competencies on project success factor. Moreover, there is no difference in the perception of the impact of team members’ competencies on project success factor, depending on their roles, such as project manager and team member. (4) Results: In this paper, the importance of the competence of team members in accordance with the project manager was presented. The findings of this study suggest the strategic direction of the members at this point when corporate innovation is needed.

show abstract

Section: Team Member's Competence For Project Managementmentioning

confidence: 99%

The Competence of Project Team Members and Success Factors with Open Innovation

Choi

2020

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

show abstract

“…Therefore, the closest fit in leadership style for BIM professionals was "involving," although the rates of all emotional competencies were low in comparison with these three styles. Additionally, Turner et al in [94] found that "involving" leadership is the leadership style most often used by project managers.…”

Section: Effective Leadership Style For Bim Leadersmentioning

confidence: 99%

Interrelations among Leadership Competencies of BIM Leaders: A Fuzzy DEMATEL-ANP Approach

Mirhosseini

Mavi

et al. 2020

Sustainability

View full text Add to dashboard Cite

The use of new, digitally enabled innovations, such as building information modeling (BIM), raises issues such as the delineation of a competent leader. Even though BIM-based competency assessment models have become essential tools for maximizing the potential values of BIM implementation, the current competency models provide limited focus on leadership aspects that facilitate and enhance the BIM implementation efforts. This paper seeks to identify the specific competencies required for BIM implementation and examines the relationships between these competencies. Thirty-two experts from around the globe investigated a total of 15 leadership competencies under three categories pertaining to intellectual, managerial, and emotional leadership. Fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) was implemented to examine the cause-and-effect relationships among the BIM leadership competencies and fuzzy analytic network process (ANP) was performed to weigh those competencies. Findings show that the intellectual competencies act as the cause group, while managerial and emotional competencies are the effect groups. Moreover, the involving leadership is found to be the more suitable leadership style for BIM professionals, given the current capability and maturity levels of BIM implementation, in order to deal with the required changes throughout the BIM implementation process. This study contributes to the existing body of knowledge in the BIM domain to examine the associated leadership competencies by using the multi-criteria decision-making (MCDM) technique. The results of this research show the relative importance of criteria and sub-criteria, which contributes to further improvement of BIM leadership.

show abstract

“…Management is responsible for predicting, planning, organizing, commanding, coordinating and controlling through responsibilities, tasks and discipline (Drucker & Maciariello, 2008). Leadership, in turn, is the process of intentionally influencing the activities of an individual or a group of individuals to achieve an objective in a specific situation (Bergamini, 1994;Turner, Müller & Dulewicz, 2009;Hersey & Blanchard, 2014).…”

Section: Project Management Styles Of the Sponsorsmentioning

confidence: 99%

“…Thus, since management and leadership are presented as distinct concepts (Turner et al, 2009;Vieira & Costa, 2013), we chose to adopt the term management in this research. It is important to point out that the concept of management is associated with a sponsor's position since this person performs tasks and has certain responsibilities.…”

Section: Project Management Styles Of the Sponsorsmentioning

confidence: 99%

“…It has been reported that some executives develop a particular management style in an attempt to achieve desired goals (Turner et al, 2009;Tsai et al, 2010). However, Hersey and Blanchard (2014) affirm that there is a greater tendency to train people in different management styles than to adapt behaviors to diverse situations.…”

Section: Project Management Styles Of the Sponsorsmentioning

confidence: 99%

See 1 more Smart Citation

Influence of sponsor's management style in project prioritization

Rodrigues

Silva

2020

JIEM

View full text Add to dashboard Cite

Purpose: The purpose of this paper is understand how the different styles of sponsor management influence the prioritization of projects.Design/methodology/approach: The empiric analysis used in-depth interviews with 11 executives as method for data collection and qualitative content analysis using theory and data driven categories for analysis is performed.Findings: This research points to the emergence of opportunistic management style, and to evidences of lack of strategic alignment in the project prioritization process.Research limitations/implications: The lack of prioritization methods evidences to compare with project management style. Also, the number of project managers to interview as experts.Practical implications: The analysis shows that committees and post-project evaluation be established to mitigate failures in the prioritization process impacted from sponsor’s management styles influence.Originality/value: The paper provides a critical perspective about sponsor’s management styles and project prioritization context; it is important to highlight how different management styles of the sponsor result in different behaviors in the companies.

show abstract

Comparing the leadership styles of functional and project managers

Cited by 70 publications

References 20 publications

The Competence of Project Team Members and Success Factors with Open Innovation

The Competence of Project Team Members and Success Factors with Open Innovation

Interrelations among Leadership Competencies of BIM Leaders: A Fuzzy DEMATEL-ANP Approach

Influence of sponsor's management style in project prioritization

Contact Info

Product

Resources

About