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Validation of a model measuring the effect of a project manager’s leadership style on project performance

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KSCE Journal of Civil Engineering Aims and scope

Abstract

This study validates a model for assessing the relationships among a project manager’s leadership style, teamwork, project performance, and stakeholder satisfaction. It determines whether the effect of leadership style on project performance can be mediated by teamwork. An industry-wide survey measured a project manager’s leadership style, teamwork, and project outcomes in project performance and stakeholder satisfaction. Structural Equation Modeling (SEM) approach confirmed this research model. Analyses show that a project manager who adopts transactional and transformational leadership can improve teamwork and capital facility project performance. Additionally, stakeholder satisfaction can be achieved with high levels of project success in schedule, cost, and quality performance. These findings show that teamwork can partially mediate relationships between leadership style and project performance.

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Authors and Affiliations

  1. Dept. of Business Administration, Tamkang University, Tamsui Dist., New Taipei City, 251, Taiwan

    Li-Ren Yang & Kun-Shan Wu

  2. Dept. of Civil Engineering, National Kaohsiung University of Applied Sciences, Kaohsiung, 807, Taiwan

    Chung-Fah Huang

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  1. Li-Ren Yang
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  2. Kun-Shan Wu
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Correspondence to Li-Ren Yang.

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Yang, LR., Wu, KS. & Huang, CF. Validation of a model measuring the effect of a project manager’s leadership style on project performance. KSCE J Civ Eng 17, 271–280 (2013). https://doi.org/10.1007/s12205-013-1489-0

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  • DOI: https://doi.org/10.1007/s12205-013-1489-0

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