Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Zheng, Junwei; Wu, Guangdong; Xie, Hongtao

doi:10.3390/su9101893

Cited by 102 publications

(108 citation statements)

References 74 publications

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“…Moreover, Chan et al [55] found that transactional leadership has a negative effect on fostering construction innovation at the firm level. Zheng et al [61] showed that transactional leadership positively affects organizational innovation performance in a project-based organization setting.…”

Section: Ambidextrous Leadership and Sustainability-based Project Permentioning

confidence: 99%

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

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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Section: Ambidextrous Leadership and Sustainability-based Project Permentioning

confidence: 99%

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

Zheng

Xie

et al. 2017

Sustainability

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“…Leadership needs a situation in which a leader can show his or her skills and expertise in taking the team in the positive direction [50]. Many factors are taken into consideration, such as leader's personality and the makeup of the team, which is dependent on the structure of the task.…”

Section: Moderating Role Of Team Temporal Leadershipmentioning

confidence: 99%

The Interactive Role of Temporal Team Leadership in the Telecom Sector of Pakistan: Utilizing Temporal Diversity for Sustainable Knowledge Sharing

et al. 2018

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Human or social dimensions need to be significantly considered to maintain organizational sustainability. Unfortunately, this aspect has received relatively little attention when compared to other dimensions of sustainability. This study promotes the presence of a leader to manage conflicts, which cause hindrances in achieving sustainability. This is possible by maximizing sustainable knowledge sharing in a team, by effectively utilizing temporal diversity, including time urgency, time perspective, and pacing style diversity under a certain time pressure. This study has examined the effect of temporal diversity on knowledge sharing within teams by taking temporal conflict as a mediator. Moreover, it was also investigated whether the role of team temporal leadership is effective in utilizing the conflicts arising from the temporal diversity. The research design was quantitative in nature. A purposive sampling technique was used to gather data from 100 dyads working in the telecom sector of Pakistan, by distributing questionnaires. The findings suggest that team temporal leadership plays an effective role when a conflict arises rather than after it has arisen because more time and resources will be required to resolve such conflicts arising from temporal diversity. When the temporal diversity is low, the leader can manage the conflicts quite well, but as the diversity increases, the role of the temporal leader become much harder which may cause increased conflicts because of the limited capacity of a leader to manage those conflicts. Furthermore, it was observed that conflicts, if managed properly, may lead to increased knowledge sharing.

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“…Business projects in PBIs involve multiple stakeholders and inter-organizational interaction [28] so explorative innovations always have a systemic nature, as they affect multiple stakeholders throughout the supply chain. Therefore, the project manager assigned by the customer to lead a business project plays a vital role in integrating necessary stakeholders and sharing knowledge between them during the implementation [42,43].…”

Section: Development In Project-based Industriesmentioning

confidence: 99%

Sustainable Development in Project-Based Industries–Supporting the Realization of Explorative Innovation

Larsson

2018

Sustainability

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Both exploitative and explorative innovations are needed for sustainable development in any industry, but balancing the two types is a delicate matter, and exploitation tends to be strongly prioritized in many industries. This is typically evident in project-based industries (PBIs), which are characterized by a fragmented supply chain and the delivery of one-off solutions in business projects. Realizing explorative innovations in this context is complex due to the need to transfer new knowledge between the organization developing the innovations and actors in inter-organizational business projects. The aim of this paper is to highlight areas in the management of explorative innovations developed outside business projects, to increase the understanding of where the specific market setting of PBIs might necessitate an adapted approach for successful realization. A case study of three innovation projects in organizations operating in PBIs have been conducted. The findings confirm that the major challenges lie in the transition between development project and business project. We highlight three aspects linked to this transition that require a flexible management approach: the assignation and acceptance of suitable responsibilities and roles, flexible support for the innovation process, and system acceptance. The findings may provide guidance for actors in PBIs strategically seeking to promote sustainable development, and provide foundations for further research to develop support for explorative innovation.

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Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Cited by 102 publications

References 74 publications

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

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

The Interactive Role of Temporal Team Leadership in the Telecom Sector of Pakistan: Utilizing Temporal Diversity for Sustainable Knowledge Sharing

Sustainable Development in Project-Based Industries–Supporting the Realization of Explorative Innovation

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