Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Abstract

Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.

Project Leadership Functions and the Associated Behaviour for Projects and Project Organisations

“…The research participants used a three-point rating scale of 1 = growth and development stage, 2 = consolidation stage, 3 = transformation stage, and 4 = innovation stage to indicate the appropriate project leadership behaviours for different organisational situations. The variables used to measure project leadership behaviour were based on [50]'s concept of leadership behaviour-autocratic behaviour, democratic behaviour, and laissez-faire behaviour.…”

“…Traditionally, the behavioural models for leaders have been authoritarian leadership, democratic leadership, and laissez-faire leadership [50]. A controlling, directive, or coercive leader who rarely makes decisions based on input from their subordinates exhibits authoritarian leadership behaviour [51].…”

“…According to the model, project leadership functions and behaviours are determined by project leadership position. All behaviours are required to be an effective top-level leader [50]. Because their leadership functions only include conflict resolution, motivation, and planning, laissez-faire leadership is appropriate for lower-level project leaders [51].…”