Examining effective and ineffective transformational project leadership

Strang, Kenneth David

doi:10.1109/emr.2011.6019100

Cited by 5 publications

(5 citation statements)

References 53 publications

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“…The findings of Keegan and Den Hartog (2004) indicate that the effect of transformational leadership tends to be weaker for employees reporting to project managers than for those reporting to line managers. Another study reported a negative effect of passive or absent leadership on stakeholder satisfaction in contrast to transformational leadership (Strang, 2005). Tyssen et al (2013) develop a research model on the effects of transactional and transformational leadership in projects.…”

Section: Leadership Theories and Their Suitability For Temporary Settmentioning

confidence: 99%

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Tyssen

Wald

Spieth

2013

Project Management Journal

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Section: Leadership Theories and Their Suitability For Temporary Settmentioning

confidence: 99%

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Tyssen

Wald

Spieth

2013

Project Management Journal

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“…As noted earlier, the transformational leadership components (charisma, inspirational motivation, intellectual stimulation, and individualized consideration) have been proven to positively impact individual follower, team (group), and/or organizational level outcomes (Dumdum, Lowe, & Avolio, 2002; Dvir, Eden, Avolio, & Shamir, 2002; Eisenbeiss, Knippenberg, & Boerner, 2008; Hinkin & Tracey, 1999; J. M. Howell, Neufeld, & Avolio, 2005; Keegan & Hartog, 2004; Kelloway, Barling, Kelley, Comtois, & Gatien, 2003; Strang, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership Substitutes and Personality Impact on Time and Quality in Virtual New Product Development Projects

Strang

2011

Project Management Journal

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Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual‐based product development time and scope‐quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri‐butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.

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“…However, some recent studies focus on more advanced leadership theories such as transformational leadership (Clarke, 2010;Strang, 2005;Tyssen et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

A study of coaching leadership style practice in projects

Berg

Karlsen

2016

MRR

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Purpose The purpose of this paper is to describe and discuss how project managers practice a coaching leadership style (CLS). Design/methodology/approach This paper is based on a case study of an organization practicing coaching in projects. Findings The research findings show that to succeed with a CLS, project managers must have a large toolbox, which includes signature strengths, self-management and a give culture. Further, the paper describes how a model consisting of two learning processes can help to implement a CLS in practice. Research limitations/implications This study is exploratory, contributing to the development of a substantive theory. Theory testing as well as more in-depth investigation of mental models of a CLS would be valuable. Practical implications Coaching leadership theories offer insights that can be leveraged to make project management more effective through improved research foundations. Originality/value This paper focuses on how a CLS is carried out in projects and how it can be improved and should thus be of interest to managers searching for tools and models for effective leadership.

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Examining effective and ineffective transformational project leadership

Cited by 5 publications

References 53 publications

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Leadership Substitutes and Personality Impact on Time and Quality in Virtual New Product Development Projects

A study of coaching leadership style practice in projects

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