Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team

Imam, Hassan; Zaheer, Muhammad

doi:10.1016/j.ijproman.2021.02.006

Cited by 114 publications

(109 citation statements)

References 86 publications

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“…To minimize the common method biased effect, data were collected in time lag as recommended by Podsakoff et al (2003). We collected the data at three different points with a time lag of 3 weeks in each interval as done by previous researchers in similar contexts (Javed et al, 2017;Khan et al, 2020;Imam and Zaheer, 2021). In time 1 (T1), the data related to an independent (passive leadership) variable and demographics (age, gender, education, and experience) were collected.…”

Section: Methodsmentioning

confidence: 99%

What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

et al. 2021

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Although numerous studies have been conducted in the field of knowledge sharing with a focus given to its importance, very little attention has been given to knowledge hiding practices. A very few studies have been found to make an attempt to figure out its impact and antecedents. Likewise, the negative role of passive leadership in the project management literature has not been evidenced enough despite its existence in project-based organizations. Both knowledge hiding and passive leadership are the highly neglected areas in the project management literature. Therefore, this study not only attempts to investigate the influence of passive leadership on knowledge hiding but also aims to explore the role of creative self-efficacy between them. IT project organizations were chosen to collect data because of their high failure rate due to an insufficient knowledge transfer. The findings of this study revealed that the neglected passive leadership greatly influences the knowledge hiding practices among individuals. However, according to the results, knowledge hiding practices are found to reduce the presence of creative self-efficacy. Thus, the antecedents of knowledge hiding should be considered to create an innovative and successful business environment. The results are highly significant not only for the field of project management but also for other practitioners.

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Section: Methodsmentioning

confidence: 99%

What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

et al. 2021

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“…Trust and collaboration are two central intrinsic values related to each other, where trust level influences the level of collaboration, which in turn contributes to the project's success (Bond-Barnard et al 2018). Although Imam and Zaheer (2021) concurred that trust and strong ties contribute to the project success through shared leadership, it could not explain the real motivation of project actors and its connection with other elements that could influence the governance of the projects. Together these studies provide important insights on how the factoring of trust and collaboration together with other project governance element could be the basis for better understanding in terms of project governance practices in the poverty alleviation programme.…”

Section: The Gap Of Project Governance In Poverty Alleviationmentioning

confidence: 99%

Governance Practices in Poverty Alleviation Projects: Case Study from Stewardship-Driven Perspective and Sustainability Context

Latiff

Isa

Jaapar

2021

Green Infrastructure

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The successful planning and implementation of poverty alleviation projects are crucial for establishing optimum benefits to its intended target groups in line with the Sustainable Development Goals charted by the United Nations. This chapter focuses on exploring the project governance practices in poverty alleviation projects from public officials' perspective through the lens of stewardship theory. Project governance is a framework and functions to guide project management activities to meet organisational strategic and operational goals, leading to project success. By investigating three (3) public poverty alleviation projects in Malaysia, it is discovered that project governance is practised and positively interplayed with several project governance elements throughout the project planning and implementation. Several insights and rationales of the decision-making process from the sustainability contexts are also explored where the target groups should be allowed to participate in decision making in the front-end of the project, while lessons learnt from previous projects are invaluable input that should be compiled and documented for future references. Although the fragmented nature of public projects is considered a point of weakness, project delivery success could be achieved by utilising project governance practices applicable in public poverty alleviation projects.

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“…psychological safety, Edmondson, 1999, sub-group strength, Gibson andVermueulen, 2003), cooperation, Tjosvold et al (2003), task interdependence, Widman and Mulder (2018) and team climate, Schneider and Barbera (2013); motivational team processesteam cohesion (e.g. Imam and Zaheer, 2021), team efficacy (Huang et al, 2017) and team conflict (Van der Haar et al, 2017) and team behavioral process (e.g. team self-regulation, Gevers et al, 2009) to understand the predictors of team learning.…”

Section: Theoretical Development and Hypothesismentioning

confidence: 99%

Vertical and horizontal trust and team learning: the role of organizational climate

Agbejule

Rapo

Saarikoski

2021

IJMPB

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PurposeThis study examines the relationship between trust, organizational climate and team learning among project team members (PTM). In recent years, many companies have come to recognize the important role team learning plays in achieving competitive advantage.Design/methodology/approachData were collected through a survey questionnaire, and responses from 86 PTM provide support for the research model and demonstrate that how organizational climate mediates the relationship between trust and team learning.FindingsThe structural equation analysis of the data collected from 86 project team members indicate that both vertical and horizontal trust influences organizational climate, which, in turn, is a determinant of team learning. In addition, although both types of trust contributed to organizational climate, the results indicated that horizontal trust had a greater influence on organizational climate and team learning.Research limitations/implicationsThe study employed the survey method and is not without limitations. The first limitation concerns our sample size, which was selected from one global company. Second, the survey data were all collected at a single point in time. Therefore, the authors cannot unambiguously infer causality. To attempt to do so, it would be useful to investigate the model in the context of organizational and development change. Despite these limitations, the results of the study have implications for theory and practice.Practical implicationsThe implication for theory is that the results provide empirical support for the view that organization climates mediate the relationship between trust and team learning. On the practical side, the organizations should also pay more attention to increasing trust at the work place, especially among PTM that may contribute to favorable organizational climate, which is vital for team learning.Originality/valueThis paper addresses the simultaneous role of vertical and horizontal trust on organizational climate and how it contributes to team learning. The results indicate that organizations emphasis on horizontal trust can plays a vital role in team learning, which is a contribution to enhancing teamwork and performance in organizations.

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Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team

Cited by 114 publications

References 86 publications

What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

Governance Practices in Poverty Alleviation Projects: Case Study from Stewardship-Driven Perspective and Sustainability Context

Vertical and horizontal trust and team learning: the role of organizational climate

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