Linking transformational leadership and work outcomes in temporary organizations: A social identity approach

Ding, Xiang; Li, Qian; Zhang, Haibo; Sheng, Zhaohan; Wang, Zeya

doi:10.1016/j.ijproman.2017.02.005

Cited by 89 publications

(133 citation statements)

References 110 publications

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“…Phase I results revealed that team member’s satisfaction, transformational leadership, and perceived team climate were significantly associated. Studies in clinical settings have identified similar results at the individual level, especially transformational leadership, team climate, and overall satisfaction [ 4 , 17 , 21 , 25 ].…”

Section: Discussionmentioning

confidence: 84%

Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital

et al. 2018

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IntroductionThe health organizations of today are highly complex and specialized. Given this scenario, there is a need for health professionals to work collaboratively within interprofessional work teams to ensure quality and safe care. To strengthen interprofessional teamwork, it is imperative that health organizations enhance strategic human resources management by promoting team member satisfaction.ObjectiveTo analyze the satisfaction of members in interprofessional teams and to explore interpersonal relationships, leadership, and team climate in a hospital context.MethodologyThis study is an explanatory sequential mixed methods (quantitative/qualitative) study of 53 teams (409 professionals) at a university hospital in Santiago, Chile. The first phase involved quantitative surveys with team members examining team satisfaction, transformational leadership, and team climate. Social network analysis was used to identify interactions among team members (cohesion and centrality). The second phase involved interviews with 15 professionals belonging to teams with the highest and lowest team satisfaction scores. Findings of both phases were integrated.ResultsSignificant associations were found among variables, and the linear regression model showed that team climate (β = 0.26) was a better predictor of team satisfaction than team leadership (β = 0.17). Registered nurse was perceived as the profession with the highest score on the transformational leadership measure (mean = 64), followed by the physician (mean = 33). Team networks with the highest and lowest score of team satisfaction showed differences in cohesion and centrality measures. Analysis of interviews identified five themes: attributes of interprofessional work; collaboration, communication, and social interaction; interprofessional team innovation; shared leadership; and interpersonal relationship interface work/social. Integration of findings revealed that team member satisfaction requires participation and communication, common goals and commitment for patient-centered care, clear roles and objectives to support collaborative work, and the presence of a transformational leader to strengthen well-being, dialog, and innovation.ConclusionsResults have the potential to contribute to the planning and decision-making in the field of human resources, providing elements to promote the management of health teams and support team member satisfaction. In turn, this could lead to job permanence especially where the local health needs are more urgent.

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Section: Discussionmentioning

confidence: 84%

Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital

et al. 2018

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“…In their role as managers, they are responsible for conducting and achieving project objectives, and as leaders they influence, guide, and direct team members. In these roles, they tend to use transactional leadership in simpler projects, while for more complex projects, transformational leadership styles are practised [5,31,32].…”

Section: Project Managers As Vertical Leadersmentioning

confidence: 99%

Leadership Styles in Projects: Current Trends and Future Opportunities

Pretorius

Steyn

Bond-Barnard

2018

SAJIE

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Currently, many organisations experience challenges as a result of uncertainty, fast-changing environments, globalisation, and increasingly complex work tasks. In order to adapt to these challenges, a shift in leadership style may be needed. Traditionally, leadership has been seen as a vertical relationship (top-down influence). For a number of decades, this vertical leadership model has been the principal one in the leadership field; but lately, shared and balanced leadership have gained importance, especially in the project management literature. This theoretical study highlights some differences between 'leadership' and 'management', and explores current trends in the leadership literature. It especially focuses on vertical, shared, and balanced leadership in project management, and identifies future opportunities for research. OPSOMMING Baie organisasies ervaar vandag uitdagings as gevolg van onsekerheid, vinnig-veranderende omgewings, globalisering, en toenemend komplekse werkstake. 'n Verskuiwing in leierskapstyl mag nodig wees om aan te pas by hierdie uitdagings. Tradisioneel was leierskap gesien as 'n vertikale verhouding (bo-na-onder invloed), en hierdie vertikale leierskapsmodel was die vernaamste een in die leierskapsveld vir baie jare. Gedeelde en gebalanseerde leierskap het onlangs begin om belangrik te word, veral in die projekbestuursliteratuur. Hierdie teoretiese studie bespreek sommige verskille tussen leierskap en bestuur, en ondersoek die onlangse rigtings in die leierskapsliteratuur. Dit fokus veral op vertikale, gedeelde, en gebalanseerde leierskap in projekbestuur, en identifiseer toekomstige geleenthede vir navorsing.

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“…As [47] point out, projects are a form of temporary organization in which the project members (usually staff members) are supported by their affiliated organizations (usual enterprises), which convey specific project-oriented tasks.…”

Section: Leadership In the Learning Projectmentioning

confidence: 99%

“…However, leadership in temporary projects may have a different meaning in permanent and temporary organizations. In this sense, transformational leadership, which has been shown to be an effective approach to stimulate high-level commitments in organizations [59], has also been proven to be useful in the context of the project [47].…”

Section: Leadership In the Learning Projectmentioning

confidence: 99%

Project Management and Learning: The Learning Project

Mataveli¹,

Gil²

2018

Human Capital and Competences in Project Management

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Learning is the key to project management, for the reason that much of the success of a project lies in adapting to the changing environment of any project. The key to change lies not in individual learning, but in the learning of the group that integrates the project, what would be called project learning. The objective of this work is to propose a learning project, a project that can adapt to the changing environments that are generated in the project management. Following the proposals of the so-called learning organizations, a "learning project" model is proposed, which is based on four key components: project leadership, project culture, project structure, and related to the learning opportunities with the project (training for the project). The work ends with a few recommendations toward the management of human resources in project management.

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Linking transformational leadership and work outcomes in temporary organizations: A social identity approach

Cited by 89 publications

References 110 publications

Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital

Interprofessional team member’s satisfaction: a mixed methods study of a Chilean hospital

Leadership Styles in Projects: Current Trends and Future Opportunities

Project Management and Learning: The Learning Project

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