Investigating the role of leadership styles and governance on project performance in megaprojects

• Autorzy: Al-Subaie Abdulla Abdulaziz , Faisal Mohd Nishat , Aouni Belaid , Jabeen Fauzia

Identyfikatory

DOI

10.17512/pjms.2021.23.1.03

Warianty tytułu

Badanie roli stylów przywództwa i zarządzania w realizacji projektów w megaprojektach

• Języki publikacji: EN

Abstrakty

EN

Megaprojects are very large-scale complex ventures that involve multiple stakeholders and influence millions of lives. In the literature, leadership styles and governance have been found to have significant relationship with project performance. However, majority of the research on megaprojects are in the Western contexts. Thereby, the emerging economies in Middle East, which have seen many megaprojects in recent times, provide unique setting to test various theories. Based on the review, a theoretical model relating various leadership styles and governance with project performance is proposed. The proposed model is empirically tested using data from 157 senior managers from megaprojects in Qatar. The results of the study shows a positive relationship between transformational style of leadership and megaproject performance. It also establishes positive relationship between project governance and megaproject performance. However, no relation was found between transactional style and passive style of leadership with megaproject performance. The results of the study provides managers direction to develop mechanisms to facilitate transformational leadership development. Further, top managers need to be proactively involved in the project governance for smooth and successful implementation of organizational strategies leading to megaproject success.

PL

Megaprojekty to złożone przedsięwzięcia na bardzo dużą skalę, które obejmują wielu interesariuszy i wpływają na miliony istnień ludzkich. W literaturze stwierdzono, że style przywództwa i zarządzanie mają istotny związek z wynikami projektu. Jednak większość badań nad megaprojektami odbywa się w kontekście zachodnim. W ten sposób wschodzące gospodarki na bliskim Wschodzie, które w ostatnim czasie były świadkami wielu megaprojektów, zapewniają wyjątkowe warunki do testowania różnych teorii. Na podstawie przeglądu zaproponowano model teoretyczny łączący różne style przywództwa i zarządzania z wynikami projektu. Proponowany model jest testowany empirycznie z wykorzystaniem danych od 157 menedżerów wyższego szczebla z megaprojektów w Katarze. Wyniki badania wskazują na pozytywny związek między transformacyjnym stylem przywództwa a wynikami megaprojektu. Ustanawia również pozytywny związek między zarządzaniem projektem a wydajnością megaprojektu. Nie znaleziono jednak związku między stylem transakcyjnym a pasywnym stylem przywództwa a wydajnością megaprojektu. Wyniki badania wskazują menedżerom kierunek rozwoju mechanizmów ułatwiających rozwój przywództwa transformacyjnego. Ponadto kierownicy najwyższego szczebla muszą aktywnie uczestniczyć w zarządzaniu projektem, aby zapewnić płynne i skuteczne wdrażanie strategii organizacyjnych prowadzących do sukcesu megaprojektu.

Słowa kluczowe

EN

megaprojects; leadership; governance; project performance; Qatar

PL

megaprojekty; przywództwo; zarządzanie; wydajność projektu; Katar

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2021
• Tom: Vol. 23, No. 1
• Strony: 45--58
• Opis fizyczny: Bibliogr. 39 poz., rys., tab.

Twórcy

autor

Al-Subaie Abdulla Abdulaziz

• MBA

autor

Faisal Mohd Nishat

• College of Business and Economics, Qatar University, Qatar

autor

Aouni Belaid

• College of Business and Economics, Qatar University, Qatar

autor

Jabeen Fauzia

• College of Business Administration, Abu-Dhabi University, United Arab Emirates

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Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).