The relationship between project leadership, team composition and construction project performance in Nigeria

Odusami, K. T.; Iyagba, Reuben; Omirin, M. M.

doi:10.1016/s0263-7863(02)00059-5

Cited by 108 publications

(98 citation statements)

References 5 publications

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“…Moreover, a leader promoting an active management by exception supervises employees, identifies errors or mistakes, and then takes corrective actions. Additionally, the project' success partially depends on the manager's leadership style [35], thus the leadership has a great influence on the performance of the construction work [36]. Empirical studies exhibited the effects of transformational or transactional leadership on the innovation and performance of organizations [37,38].…”

Section: Main Effects: Leadership Styles and Project-based Organizatimentioning

confidence: 99%

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

2017

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Abstract:With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

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Section: Main Effects: Leadership Styles and Project-based Organizatimentioning

confidence: 99%

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

2017

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“…According to Morgeson et al (2010) team leadership is to satisfy the team's requirements and to foster team effectiveness. According to Odusami et al (2003) Mathieu et al (2008) leadership has been revealed as a significant factor in project success. Since construction work in general requires team efforts, leadership must have a great influence on construction work performance.…”

Section: Design Team Experiencementioning

confidence: 99%

The Influence of Design Team Attributes on Green Design Performance of Building Projects

Elforgani¹,

Rahmat

2012

EMSD

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The design phase is the most important phase in determining the green performance of building projects. The performance of the design team is crucial. The growing importance of sustainability globally necessitates the inclusion of green criteria in the design team selection process. Therefore, a competent design teams is required to have a range of attributes as the basis for design decisions. The propose of this study to identify current green design performance level of design teams of building projects and establish key design attributes influencing green design performance. To achieve mentioned aim a questionnaire survey was conducted to collect dada required. A sample of 274 respondents has been covered under the study, including architects and engineers practicing design and consultancy building sectors. Prior to analysis of data WINSTEPS software were used to determine validity and reliability of date. Descriptive analysis data includes quantitative and qualitative. In general, design team attributes were moderate (3.32). The general design team attributes were high such experience (3.81), communication (3.43) and leadership effectiveness (3.48). However, green attributes of design team were moderate such as green knowledge (2.98), green skills (3.13) and green initiatives (2.84).The result indicates that most design teams have inadequate knowledge and skills to produce high green design performance of building projects. Therefore, to overcome green design complexity, careful selecting design team members and more education and training courses on green building are required to deal with green design requirements.

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“…Particularly, in the construction industry, few studies have been conducted on leadership, (Odusami et al, 2003). Dulaimi and Langford (1999) argue that most studies on leadership in the construction industry concentrate on investigating the personal characteristics of project managers.…”

Section: Leadership Studiesmentioning

confidence: 99%

“…The lack of focus on leadership not only happens in practice. Academic research has also not dwelled much on the effectiveness of leadership in the construction industry, (Odusami et al, 2003;Chan & Chan, 2005). Therefore, the present study seeks to describe leadership effectiveness and needs in companies within the construction industry of Saudi Arabia.…”

Section: Introductionmentioning

confidence: 99%

Determining the relationship between leadership practices and leadership needs in Saudi construction companies

Nasser¹,

Omran²

2017

JEMC

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Effective leadership is demonstrated by influencing and guiding the activities of the team toward achieving its goals. This study attempts to determine the relationship between leadership practices and leadership needs in construction companies in the Kingdom of Saudi Arabia. A postal questionnaire survey was conducted to achieve the main aim of this research. Questionnaires were mailed to 155 construction companies in Jeddah city between September and October 2012. Of these, only 138 questionnaires were returned and analyzed. Significant associations were found among all variables. It was found that the two dimensions' personal competence (B=0.370, t=4.393, p<0.01) and professional competence (B=0.312, t=3.05, p<0.01) as leadership needs were significant towards leadership practices. This study suggests that the company leader, director, executive and non-executive should give direct reports autonomously and encourage others to face challenges, solve problems, and develop their own accountability which could significantly increase the effectiveness of company leaders in the construction industry of the Kingdom of Saudi Arabia.

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The relationship between project leadership, team composition and construction project performance in Nigeria

Cited by 108 publications

References 5 publications

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

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

The Influence of Design Team Attributes on Green Design Performance of Building Projects

Determining the relationship between leadership practices and leadership needs in Saudi construction companies

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