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Journal ArticleDOI

Examining effective and ineffective transformational project leadership

01 Apr 2005-Team Performance Management (Emerald Group Publishing Limited)-Vol. 11, pp 68-103
TL;DR: In this article, the authors examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multi-year cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.
Abstract: Purpose – Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.Design/methodology/approach – Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.Findings – Th...
Citations
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Journal ArticleDOI
TL;DR: This article found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.
Abstract: Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.

229 citations


Cites background from "Examining effective and ineffective..."

  • ...Similarly, Strang (2005), in his case study of four project leaders, found that project leadership did not always require strong transformational leadership behavior to produce effective outcomes....

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Journal ArticleDOI
TL;DR: In this paper, the authors investigated the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions and found a direct negative relationship between the two mediating variables and organizational turnover intentions.
Abstract: Purpose – This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions. Design/methodology/approach – Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent. Findings – Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions. Research limitations/implications – The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions. Originality/value – The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

189 citations


Cites background from "Examining effective and ineffective..."

  • ...The epistemology of leadership theories has evolved from focusing on the behaviors of effective leaders to more encompassing contemporary ideas that incorporate the strength of leadership behaviors, the relationship between leaders and their followers, and the interaction within a context and situation ( Strang, 2005...

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  • ...The evolution of leadership theories has shifted from focusing merely on the behaviors of effective leaders to more inclusive ideas that incorporate the force of leadership behaviors, the dynamic leader follower relationship, and the influence of situational factors (Strang, 2005)....

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Journal ArticleDOI
TL;DR: In this paper, the authors extend transactional and transformational leadership theory by looking at it from the perspective of the temporary organization and develop a research model with testable propositions on the effects of temporary organizations' characteristics on leadership and on followers' commitment in projects.

158 citations


Cites background from "Examining effective and ineffective..."

  • ...…for factors that define successful project leaders (Zimmerer and Yasin, 1998), more recent research draws onmore advanced leadership theories such as transformational leadership (Barber and Warn, 2005; Clarke, 2010; Keegan and Den Hartog, 2004; Strang, 2005, 2011) to study leadership in projects....

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Journal ArticleDOI
TL;DR: Projects and other temporary forms of organizing are different from standard organizational processes as discussed by the authors, and most leadership theories are based on the assumption of stable organizational environments, which is not the case.
Abstract: Projects and other temporary forms of organizing are different from standard organizational processes. As most leadership theories are based on the assumption of stable organizational environments,...

85 citations


Additional excerpts

  • ...Another study reported a negative effect of passive or absent leadership on stakeholder satisfaction in contrast to transformational leadership (Strang, 2005)....

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Journal ArticleDOI
TL;DR: The preliminary results generally support the proposition that effective leadership behaviors in any context are partly explained by leader traits, skills, and personality.

76 citations

References
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Book
01 Oct 1984
TL;DR: In this article, buku ini mencakup lebih dari 50 studi kasus, memberikan perhatian untuk analisis kuantitatif, membahas lebah lengkap penggunaan desain metode campuran penelitian, and termasuk wawasan metodologi baru.
Abstract: Buku ini menyediakan sebuah portal lengkap untuk dunia penelitian studi kasus, buku ini menawarkan cakupan yang luas dari desain dan penggunaan metode studi kasus sebagai alat penelitian yang valid. Dalam buku ini mencakup lebih dari 50 studi kasus, memberikan perhatian untuk analisis kuantitatif, membahas lebih lengkap penggunaan desain metode campuran penelitian, dan termasuk wawasan metodologi baru.

78,012 citations

Journal ArticleDOI
TL;DR: In this paper, the authors define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and present a set of innovative methods for capturing and analyzing these contextually driven processes.
Abstract: �Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory.

22,673 citations

Book Chapter
28 Apr 2004
TL;DR: The comprehensive and accessible nature of this collection will make it an essential and lasting handbook for researchers and students studying organizations.
Abstract: Essential Guide to Qualitative Methods in Organizational Research is an excellent resource for students and researchers in the areas of organization studies, management research and organizational psychology, bringing together in one volume the range of methods available for undertaking qualitative data collection and analysis. The volume includes 30 chapters, each focusing on a specific technique. The chapters cover traditional research methods, analysis techniques, and interventions as well as the latest developments in the field. Each chapter reviews how the method has been used in organizational research, discusses the advantages and disadvantages of using the method, and presents a case study example of the method in use. A list of further reading is supplied for those requiring additional information about a given method. The comprehensive and accessible nature of this collection will make it an essential and lasting handbook for researchers and students studying organizations.

16,383 citations

Book
01 Jan 1966

11,374 citations


"Examining effective and ineffective..." refers background in this paper

  • ...Leadership relates to power and influence theory through their skillful application, to differentiate follower behavior from management science's influential increment over and above mechanical compliance with organizational demands ( Katz and Kahn, 1978...

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