Transformational leadership and project success: The mediating role of team-building

Aga, Deribe Assefa; Noorderhaven, Niels; Vallejo, Bertha

doi:10.1016/j.ijproman.2016.02.012

Cited by 353 publications

(565 citation statements)

References 65 publications

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“…OS is the success of the project as a balancing of competition requirements related to quality, time, cost, and meeting different desires and expectations (Aga et al, 2016).…”

Section: Organizational Success Conceptmentioning

confidence: 99%

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Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Nafei¹

2017

IJBM

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The overall objective of the research is to identify the role of Organizational Success (OS) as a mediator variable in explaining the impact of Organizational Learning (OL) on Organizational Excellence (OE). The research community represents all employees at Telecommunications sector in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research found a number of results, the most important of which are: (1) there is a significant effect between OL (mechanisms and means of learning, vision and mission of the organization, empowerment of employees, knowledge management, application and use of technology) and OS (survival and growth). Multiple regression analysis model showed that there is an impact of OL as an independent variable on OS as a dependent variable; (2) there is a significant impact between OL and OE (excellence of leaders, excellence of subordinates, excellence of operations, cultural excellence and financial excellence). The multiple regression model showed that there is an impact of OL as a independent variable on OE as a dependent variable; (3) the existence of a significant effect between OS on OE, after the multi regression model showed that there is an impact of OS as a independent variable on OE as a dependent variable; (4) there is an impact of OS as a mediating variable in clarifying the impact of OL on OE. In other words, there is an indirect effect of the independent variable (OL) on the dependent variable (OE) through the mediating variable (OS); that is, OS plays the role of partial mediation in the relationship between OL and OE.The study referred to a number of recommendations, the most important of which are: (1) attention to the process of OL, and to consider it as a tool to solve most organizational problems; (2) the interest in spreading the culture of OL and adopting a clear vision. This requires an organizational climate that cares about the learning process and this strengthens OS opportunities; (3) the need to invest learning in the promotion and development of OS opportunities; (4) the application of modern technology, exploiting it to the maximum possible capacity, and linking them to the process of learning and knowledge management; (5) continuing to promote policies that seek to empower workers and the need to follow the method of decentralization and delegation of authority, (6) the importance of selecting and attracting workers according to efficiency and eliminating surplus in the preparation of workers in a manner that leads to the achievement of effective performance, (7) aspiring to possess the characteristics of the OL as a strategic option to survive in a changing environment on an ongoing basis; (8) maintaining the professional competence of employees and increasing their levels as they are an important way to gain customer confidence and efficiency in service delivery.

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“…OS is the success of the project as a balancing of competition requirements related to quality, time, cost, and meeting different desires and expectations (Aga et al, 2016).…”

Section: Organizational Success Conceptmentioning

confidence: 99%

“…In addition, another study showed that there is a statistically significant relationship between funding leadership and OS in light of the medium variable which is the role of the team. Team building partly contributes to the impact of leadership on OS (Aga et al, 2016).…”

Section: Research Hypothesesmentioning

confidence: 99%

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Nafei¹

2017

IJBM

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“…For the parameters of project success, most researchers analyzed it based on the cost, time, quality [34][43] [45][50] [58][59][60][61][62], and customer satisfaction [2] [38]. Besides, there are some researchers who are identified to use the metrics of product success if the project is an organizational product improvement [13] [57][58][59].…”

Section: Resultsmentioning

confidence: 99%

A Meta Analysis Study Leadership and Project Success

Damayanti

Hartono

Wijaya

et al. 2019

Proceedings of the 2018 International Conference on Industrial Enterprise and System Engineering (IcoIESE 2018)

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The characteristic of a project is different with the operational process, therefore the role of a leader in the project is also different. The researchers of project management have examined the role of project leaders in project success. The results of those studies are still very diverse. Some researchers say that there is a strong correlation between the two, but some say that there is no significant direct link between leadership and the success of the project. The meta-analysis study is conducted to obtain a comprehensive overview of the previous studies to clarify the different opinions. Based on the exploration of 115 cases of research from 36 project management studies, it is found that between leadership and project success has low direct correlation. This situation happens because contextual factors of project type and the country of project location influence the role and style of leadership in the success of the project.

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“…While investigating the advantages of job rotation to enhance the knowledge of individual staff, this study found that OROs do not typically rotate the jobs of individuals for enhancing individual staff members to prevent ID theft in the company. The literature demonstrates that job rotation plays a vital role in enhancing knowledge of individual employees and teams within and outside any department (Ortega, 2001;Huang and Pan, 2014;Aga et al, 2016). Therefore, it is useful in enhancing the KS process to prevent ID theft in the organisation, and individual employees can gain an advantage.…”

Section: Job Rotationmentioning

confidence: 99%

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

Shah

Maitlo

Jones

et al. 2019

JKM

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Purpose Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention. Design/methodology/approach Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method. Findings The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK. Originality/value The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.

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Transformational leadership and project success: The mediating role of team-building

Cited by 353 publications

References 65 publications

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

A Meta Analysis Study Leadership and Project Success

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

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