Forecasting project performance considering the influence of leadership style on organizational agility

Valentina, Luiz Veriano Oliveira Dalla; Possamai, Osmar

doi:10.1108/17410401211249201

Cited by 33 publications

(26 citation statements)

References 16 publications

(12 reference statements)

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“…On the contrary, the absence of required leadership competencies can result in augmentation of adversities that may lead to a decline in the project performance. The respective findings were found in alignment to a mixed-mode study conducted by Aurélio de Oliveira, Veriano Oliveira Dalla Valentina [ 74 ] on 32 highly skilled and influential project managers in the field of R&D; who have served various forms globally. The correlational study depicted a possibly potential impact of an appropriate leadership approach to resolve organizational situations and deliver targeted performance.…”

Section: Discussionsupporting

confidence: 73%

Impact of agile management on project performance: Evidence from I.T sector of Pakistan

et al. 2021

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Over the past several years, global project management teams have been facing dynamic challenges that continue to grow exponentially with the increasing number of complexities associated with the undertaken tasks. The ever-evolving organizational challenges demand project managers to adapt novel management practices to accomplish organizational goals rather than following traditional management practices. Considering which, the current study aims to explain the effect of agile management practices upon project performance directly as well as while being mediated through project complexity. Furthermore, the aforementioned mediatory relationship is evaluated in terms of the moderating effect of leadership competencies. The current study utilized the survey approach to collect the data from registered I.T firms deployed in the potential metropolitans of each province of Pakistan including, Peshawar, Islamabad, Lahore, Sialkot, Faisalabad, Hyderabad, Sukkur, and Karachi. A total of 176 responses were utilized for statistical evaluations. As result, it was observed that the negative influence anticipated by project complexity on project performance was compensated by the agile management practices. Further, the leadership competencies played a pivotal role in managing project complexity while implementing agile management practices and therefore enhancing project performance. The current study abridges the potential knowledge gap conceptually by evaluating the direct impact of agile management upon project performance while considering all of its aspects, exploring the mediatory role of project performance and evaluating the moderating role of leadership competencies in attaining optimum project performance. In contextual terms, the current study fills the knowledge gap by gauging the implications of agile management practices within the I.T sector of Pakistan. The results of the current study can be a potential guide for both the academicians and the industry professionals.

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Section: Discussionsupporting

confidence: 73%

Impact of agile management on project performance: Evidence from I.T sector of Pakistan

et al. 2021

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“…Through leadership the employees can be directed to the achievement of OA. The results of previous empirical studies (Aurélio de Oliveira et al, 2012;Karimi et al, 2016;Raeisi & Amirnejad, 2017;Veiseh et al, 2014) indicated that leadership positively influenced the OA. It can be interpreted that the improvement of EL will affect the improvement of OA.…”

Section: Discussionmentioning

confidence: 90%

How Leadership And Organizational Culture Shape Organizational Agility In Indonesian SMEs??

Khalid

Madhakomala

Purwana

2020

ijhcm

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A highly competitive market has increased the importance of organizational agility in attaining competitiveness through strengthening leadership and organizational culture. This study aims at examining the effect of entrepreneurial leadership on organizational agility mediated by organizational culture in Indonesian Small and Medium-sized Enterprises. There was a lack of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational culture. Using simple random sampling technique, a total of 200 employees from the centre of Industrial Village in East Jakarta, Indonesia was selected as the sample. Data were obtained through survey method and quantitatively analysed using Structural Equation Modelling with LISREL 8.8 software. The findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. Entrepreneurial leadership has a positive and significant direct effect on organizational culture, and entrepreneurial leadership has a positive and significant indirect effect on organizational agility mediated by organizational culture. The research findings can provide guidelines for the SMEs entrepreneur to facilitate appropriate leadership and organizational culture, so as to foster organizational agility and achieve business benefits.

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Section: Agile Leadershipmentioning

confidence: 99%

“…de Oliveira et al (2012) conducted an empirical study to analyze the influence of leadership style and factors associated with organization agility on project performance. Their main finding was that the combination of all these elements yields the highest project performance (de Oliveira et al , 2012, p. 653). The analysis carried out in this study confirms the intuition, expressed by scholars and business leaders alike, that top-down, disciplinarian style leadership is neither appropriate nor conducive to collaboration and innovation (Hamel, 2009).…”

Section: Agile Leadershipmentioning

confidence: 99%

“…Their findings indicate that:[…] transactional leadership fails to significantly contribute to the performance of innovation projects […] [while] a considerable relationship [exists] between transformational leadership and project performance […] Project performance is influenced by all agility factors: communication, continuous improvement, continuous delivery, flexibility and team maturity. These, in turn, are mainly affected by individualized consideration and inspirational motivation(de Oliveira et al , 2012, p. 669).…”

Section: Agile Leadershipmentioning

confidence: 99%

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The challenges of organizational agility: part 2

Appelbaum

Calla

Desautels

et al. 2017

ICT

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Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

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Forecasting project performance considering the influence of leadership style on organizational agility

Cited by 33 publications

References 16 publications

Impact of agile management on project performance: Evidence from I.T sector of Pakistan

Impact of agile management on project performance: Evidence from I.T sector of Pakistan

How Leadership And Organizational Culture Shape Organizational Agility In Indonesian SMEs??

The challenges of organizational agility: part 2

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