Top PDF Validation of a Model Measuring the Effect of a Project Manager's Leadership Style on Project Performance

Validation of a Model Measuring the Effect of a Project Manager's Leadership Style on Project Performance

Validation of a Model Measuring the Effect of a Project Manager's Leadership Style on Project Performance

Keywords: leadership, project performance, teamwork, SEM (Structural Equation Modeling), stakeholder satisfaction ··································································································································································································································· 1. Introduction In the highly competitive construction industry, top companies are constantly searching for proven practices that offer a com- petitive advantage. These companies generally avoid practices that do not provide proven added value. Several studies have shown that the role of a project manager is critical to project success. Green (2005) showed that an effective project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bu- reaucracy. Sauer (1993) suggested that non-technical factors such as management, organization, and culture are associated with project success. Prior studies have shown that managing relationships is critical to project success (Acharya et al., 2006a;
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The Association among Project Manager’s Leadership Style, Teamwork and Project Success

The Association among Project Manager’s Leadership Style, Teamwork and Project Success

This study attempts to fill this void of empirical evidence by identifying the associations between leadership style, teamwork, and project success. The purpose of this research is three-fold. The first objective of this study was to investigate the effect of the project manager's leadership style on teamwork. The second objective was to assess the impact of teamwork on project success. The third objective was to examine the moderating role of project type in the relationship between teamwork and project performance. Moderating variable is a second independent variable that is included because it is believed to have a significant contributory or contingent effect on the originally stated independent variable–dependent variable relationship (Cooper and Schindler, 2008). The research attempts to determine whether project type would moderate the relationship between teamwork and project success. In other words, the analysis shows the relationship between teamwork and project success for different types of projects. Additionally, the analyses of the project manager's leadership style and relationships with teamwork and project performance are based on an industry-wide survey performed between May and August 2008. A data collection tool was developed to assess the project manager's leadership style, teamwork, and the performance of projects in the Taiwanese construction industry.
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A Study on the Effect of Project Manager's Paternalistic Leadership and Organizational Culture on the Project...... 曾亭燕、曾清枝

A Study on the Effect of Project Manager's Paternalistic Leadership and Organizational Culture on the Project...... 曾亭燕、曾清枝

ABSTRACT Incorporations and organizations nowadays are executing more and more projects because of the intense competition resulting from globalization. A project in a company organizes a crucial team to solve some specific issues. The project manager is the key figure in such teamwork, and the leadership of project manager and the culture of organization all matter when it comes to the project performance This study aims to investigate the correlations among the leadership of project manager, the culture of organization and the performance of project. We look into whether the leading style of project manager imposes significant influence on the project performance and whether the culture of organization interferes with the leading behavior of project manager and the performance. The study is targeted at those who have participated in projects. Questionnaires are utilized for this study purpose, with 313 distributed and 260 of effective ones collected. The results are listed as follows. Paternalistic, benevolent, and moral leading styles present an eminent positive relationship with the project performance, while authoritative leadership reveals an obvious negative relationship with the project performance. Only the bureaucratic culture of organization causes interference on the relationship between paternalistic leadership and project performance.
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A Study of the Relationship between Manager’s Leadership Style and Organizational Commitment in Taiwan’s International Tourist Hotels

A Study of the Relationship between Manager’s Leadership Style and Organizational Commitment in Taiwan’s International Tourist Hotels

Wu, M. C. (2000). Hotel Management. Taipei City, Taiwan: Yang Chi Culture. Yang, J. I., & Wan, C. S. (2000). The internet marketing of hotels in Taiwan. The First Tourism, Leisure and Hospitality Conference. Taipei, Taiwan. Dr. Tain-Fung Wu is currently a Professor of Business Administration at Asia University. Professor Wu holds a Master of Industrial Science from Truman University, and a Ph. D. in PAVTE from the University of Missouri-Columbia, USA. He undertakes research, teaching and consultancy relating to Human Resource Management and Operation Management, especially in Industrial Competitiveness Analysis, and has published many papers in this field. In his career, Professor Wu received a National Outstanding Youth Award (ROC), a Teaching Excellence Award, and research grants from National Science Council. Professor Wu has published more than 150 articles and contributed to various international conferences. His current research interests include human resource management, technical/vocational training, operational management, strategic management, and competitive advantage.
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A study of the relationship between manager’s leadership style and organizational commitment in Taiwan’s international tourist hotels

A study of the relationship between manager’s leadership style and organizational commitment in Taiwan’s international tourist hotels

上傳時間: 2010-06-10T03:53:20Z 出版者: Asia University 摘要: This study was aimed at analyzing the cognition and the relationship between managers’ leadership styles and employees’ organizational commitment in the operation unit of international tourist hotels. In order to meet the features of this industry, both the theories, “situational leadership” by Hersey & Blanchard and “organizational commitment” by Porter, Steers, Mowday & Boulian serve as the basis of this study. From the former theory, how subordinate managers prepare for the task becomes a situational factor. Task and relationship develop as structural sides of situational leadership. In this way, managers’ leadership styles can be sorted into the following four types: selling (persuasion), telling (command), participating and delegating (empowerment). In the latter theory, “value,” “effort,” and “retention” make up the main parts to be studied. The international tourist hotels involved in this study consisted of 58 state-qualified hotels which were evaluated and granted
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A project scheduling and staff assignment model considering learning effect

A project scheduling and staff assignment model considering learning effect

Received: 27 July 2004 / Accepted: 25 October 2004 / Published online: 21 September 2005 © Springer-Verlag London Limited 2005 Abstract In a multi-project environment, we sometimes need to periodically schedule the tasks for each project and assign staff to the tasks. Such a decision-making problem has been studied in literature; however, learning effect of staff has not been con- sidered in previous studies. This research formulates a mixed nonlinear program for project scheduling and staff allocation problems, which considers learning effect of staff. The objective function is to minimize outsourcing costs. A genetic algorithm (GA) is proposed to solve the problem. Experiments for solving various sizes of test problems has been carried out to validate the proposed GA.
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The effect of buffer size of critical chain on project performance 劉錡霖、曾清枝

The effect of buffer size of critical chain on project performance 劉錡霖、曾清枝

Today firms usually are situated in a high intensity of competitive and limited environment; hence the project is the very activity for the special needs. As well known, project is inherent with various levels of uncertainty and risk. To monitor and control project performance, Pajares and Lopez-Paredes (2010) combined Earned Value Management and the concept of risks analysis and presented two indexes, called Cost Control Index and the Schedule Control Index, to provide an early warning when project execution variance exceeds the allocated buffer size at any period proposed by them. However, the allocated buffer size may be too larger or less to lead in an excess or shortage. Hence, this study proposes an index, called Optimal Control Index, to adjust the buffer size based on project execution variance. Finally the study uses a simple example to illustrate.
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A Study on Identfying Core Competency of a Project Manager using AHP-A Case of Construction Industry 張鳳玉、曾清枝

A Study on Identfying Core Competency of a Project Manager using AHP-A Case of Construction Industry 張鳳玉、曾清枝

ABSTRACT Project Management is the most commonly used method for the industry to compete in the ever-changing market. The competency of the project manager is the key factor to the success of the project. This study aims to explore the essence of project manager core competency in construction industry, and has developed a total of 13 core competency measurement indicators upon referring to relevant project management literature. These 13 indicators are found to fall under four major perspectives, including “professional knowledge and experience”, “management skill”, “interpersonal relationship “, and “system integration skill”. This study uses analytic hierarchy process to analyze and has found the importance ranking and relative weights for all measurement indicators.
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Knowledge leadership to improve project and organizational performance

Knowledge leadership to improve project and organizational performance

In other words, the influence of customer knowledge storage on project delivery performance, for projects with a higher level of data complexity, is more than the same effect in the case of projects with a lower level of data complexity. It is also clear that projects with a high level of data complexity are more likely to be successful in training and education performance when they experience a high level of knowledge sharing than projects with a low level of data complexity. Projects with a high level of data complexity may involve more complicated tasks, uncertainty, and high risk. This type of project usually involves diverse and complex information and knowledge. It is not easy to manage the knowledge for projects with high complexity and uncertainty. However, knowledge storage and sharing is important to incorporate all the key knowledge and to integrate the complicated tasks which are influential on project performance. In addition, knowledge storage and sharing may produce associations that create bridges between entities within a project. It is also a key to team communication and an essential element for integrating knowledge from different sources. These may be the reasons why knowledge storage and sharing is more closely associated with project performance for projects with a high level of data complexity. On the other hand, projects with a low level of data complexity are more likely to be successful in delivery performance when they experience formal methods for knowledge acquisition than projects with a high level of data complexity. It is easier to improve project delivery performance with formal knowledge acquisition approach for projects with a low level of data complexity.
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A project model for software development

A project model for software development

7. CONCLUSIONS AND FUTURE WORK This paper has presented the software project review and evaluation model SPREM. SPREM can be used to express processes with sequence, parallelism, iteration, synchronization, and decision-making behaviors in software projects. Its modeling capa- bility has been demonstrated using an example which describes the spiral model in soft- ware engineering. SPREM is a superset of CPM/PERT and has more concise and natural graphical notation than do (high-level) Petri nets. Several behavioral properties of SPREM have been discussed. For example, its enaction capability can be used to evaluate the pos- sibility that a vertex will enact processes beforehand. Project managers can revise a SPREM graph in order to rescue dead vertices before project execution. Furthermore, enaction ordering allows project managers to calculate the dependency between the processes to be enacted. This might help in computing important information, such as the critical paths among these processes. The detection of MES and DES in a SPREM graph can help project managers avoid pitfalls in modeling. The algorithms Evaluate-Acyclic-SPREM and Evalu- ate-Cyclic-SPREM, based on several other algorithms, including Evaluate-A-Vertex, Evalu- ate-X-Vertex etc., have been presented to evaluate the enaction capability of acyclic and well-structured SPREMs, respectively.
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The influence of new leadership style on the satisfaction and loyalty of the employees: A case in Vietnam

The influence of new leadership style on the satisfaction and loyalty of the employees: A case in Vietnam

their own and only report to leaders with good results after resolving. These two approaches cannot bring highest efficiency as well. For the former, employees certainly get bad evaluation because they absolutely cannot show their capacities and responsibility as well. For the latter that employees handle matters on their own, it is good that employees apply their knowledge and experience to handle them. However, they “waste” an available source – it is leader. When leaders are advised, with their further vision and more information, they can have significant contributions for measurements of employees. This is also the good chance for employees to express their capacities before leaders during the process of presentation, handling problems, sharing opinions than reporting normally. Employees do not know that in the process of employee evaluation, leaders pay attention to matter approaches and arguments more than results, especially to matters greatly affected by objective factors and external environment. This is another good chance for employees to build direct relationship with their leaders. Leaders are also human, they feel satisfied when they are useful and can help other persons to handle problems. Giving leaders the opportunity to express their qualifications and experience, employees can build a convenient, open and effective relationship towards leaders in particular and organizations in general.
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The Effect of Transformational Leadership on Innovation and Business Performance: A Survey Study Conducted in a Selected Organization in Nicaragua

The Effect of Transformational Leadership on Innovation and Business Performance: A Survey Study Conducted in a Selected Organization in Nicaragua

After presenting previous empirical research, now turn our attention to the case organization. Casa Pellas can be described from the following excerpt; Casa Pellas is a solid, diversified and prestigious, business consortium, with more than one hundred years of existence. Currently Casa Pellas is market leader in sales, of most of the products they distribute. Casa Pellas has 15 major lines of Business, is the representative of Toyota, Lexus, Suzuki, Hino, and Yamaha in Nicaragua, they also have rent a car services including, dollar rent a car, thrifty car and Toyota rent a car. Likewise, Casa Pellas has a department of industrial equipment that has the objective to give solutions to the industrial sector of Nicaragua; this department includes equipment for construction as well as different type of heavy equipment that could be utilized in these types of projects. In recent years the group has expanded in different areas by acquiring companies such as Microtec, Alpesa, Capesa and is demonstrating their strategy of integrating innovation in their structure. Casa Pellas has 15 branches in Nicaragua: Plaza Espana, Acahualinca, Altamira, Sucursal Norte, Microtec, Leon, Chinandega, Granada, Rivas, Esteli, Matagalpa, Jinotega, Puerto Cabezas, Bluefields and Taller de Motos. As of January 2014, Casa Pellas comprised was 945 employees, and 83 senior and middle managers at a national level.
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The effects of change control and management review on software flexibility and project performance

The effects of change control and management review on software flexibility and project performance

A number of efforts have been made to understand the effect of managers and IS team members on the system development process, including using control theory [10], factors of coordina- tion [29], and methods in software engineering [22]. What software flexibility typically does not address is the managerial- oriented activities inherent in the system development process. In our study, two management controls were considered as antecedents to software flexibility: change control and manage- ment review. The former depends on the extent to which software change control mechanisms are implemented. The latter refers to the extent to which managers are involved in the formal review mechanisms that monitor IS teams behavior leading to the attainment of project goals [21]. Prior research argued that software flexibility was specifically associated with the CMM key process area: project tracking and oversight [1] and change control was chosen because the IS literature has shown that technical success can be best achieved by controlling technical risk [9,26]. In turn, these practices are expected to improve project performance, yielding the model shown in Fig. 1. Change control reduces the need for software flexibility by limiting the risks of project drift. Management review affects both by correcting deviations. The link reflects our hypothesis that flexibility and performance can be simultaneously obtained, with a likelihood that software that can be easily changed will also benefit productivity throughout the project due to changes that arise before development is complete.
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Examining the Internationalization of Taiwan's Higher Education through Student Immigration: A Project Proposal

Examining the Internationalization of Taiwan's Higher Education through Student Immigration: A Project Proposal

2005, http://www.edu.tw/EDU_WEB/EDU_MGT/STATISTICS/EDU7220001/overview/brief.) The increasing flows of foreign students in Taiwan may be a result from the policy orientation of the Taiwanese government in the internationalization of higher education. In recent years, the Ministry of Education in Taiwan has clearly stated “ the internationalization of higher education”to be one of the policy imperatives. This policy imperative consists of two parts: one is to attract more students from abroad to study in Taiwan, and the other is to encourage students to study abroad for higher education. In order to stimulate student migration to Taiwan for higher education, the Ministry not only sets up fellowships and plans to increase the number of fellowships in the future; it also encourages colleges and universities in Taiwan to provide fellowship opportunities for foreign students. In addition, colleges and universities are asked to promote themselves in the international market of higher education to enhance their visibility and competitiveness (文建會,2005).
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Measuring the Effect of Trust, Organizational Learning on Taiwan ICT Company's Innovation and Business Performance

Measuring the Effect of Trust, Organizational Learning on Taiwan ICT Company's Innovation and Business Performance

First, literatures stated that trust can help innovation to develop (Hurley & Hult, 1998; Landry, Amara, and Lamari, 2002; Panayides & Venus Lun, 2009). Although trust doesn’t have any impact on innovation, the results of this study showed that trust has a significant and positive impact on organizational learning, and organizational learning has a significant and positive impact on innovation. Therefore, in this study, it found that trust indeed helped innovation, however, trust didn’t help innovation in a direct way. In fact, trust helped innovation in an indirect way. Within the PLS findings, the trust become the key factor that affects organizational learning, innovation, and business performance. This implies that the more trust an organization has, it can lead to the higher performance of the organization. In other words, this study suggests that organizations should put their resources to the most important factor, which is trust in order to work more effectively and achieve the goals. In terms of trust dimension, concerning the employee has the highest point. This research confirmed the literature findings that trust helped members in organization would leave their traditional comfort zones and accept their new roles and responsibility (Fawcett, Magnan, &
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The Effect of Transformational Leadership on Business Performance: A Case study of ICT Companies in Taiwan and Bosnia& Herzegovina

The Effect of Transformational Leadership on Business Performance: A Case study of ICT Companies in Taiwan and Bosnia& Herzegovina

To meet this purpose, data was collected from Taiwan and Bosnia & Herzegovina. A TOKSIP structural research framework model was created, and Partial Least Square (PLS) was employed to conduct a comparative analysis of the results. After sending out 300 questionnaires, the researchers received 225 usable completed forms, and this brought the response rate to 75%. The empirical results indicated that transformational leadership has a positive and highly significant effect on organizational trust, in which organizational trust has significant effect on customer relationship management, as well as customer relationship management on innovational capabilities. Furthermore, the results showed that innovation capabilities have a significant positive effect on business performance. This comparative study contributes a lot to the investigation of transformational leadership similarities and differences between Taiwan and Bosnia & Herzegovina. The study ends by providing practical implications and suggestions for future research.
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Validation of Kolb's Structural Model of Experiential Learning Using Honey and Mumford's Learning Style Questionnaire

Validation of Kolb's Structural Model of Experiential Learning Using Honey and Mumford's Learning Style Questionnaire

skewness of item distribution can be great. Factor analysis with “miniscales” approach can reduce this problem [18,19] . By grouping items into “miniscales” or “parcels”, we can reduce problems inherent in factoring items. Gorsuch advocated the assignment of “miniscales” on an empirical base [20] . This procedure required grouping of items based on the results of first order factor analysis and extracting higher order factors from primary factors. In this study, factors obtained from the primary factoring procedure were equivalent to “minscales”, which entered second order factor analysis. Associations of the four learning style scales were examined by Pearson’s correlation. We also examined the orthogonal bipolar hypothesis by factoring with sum scores of the four learning style scales and compared our results with the results of previous studies. In addition, we compared the learning styles between men and women and among different academic groups using ANOVA.
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The Influence of Knowledge Transfer Types of Projects and Organizational Learning on Project Performance ─ a Case of Ta 薛英祺、封德台

The Influence of Knowledge Transfer Types of Projects and Organizational Learning on Project Performance ─ a Case of Ta 薛英祺、封德台

識對專案執行績效之影響」,中原大學企業管理系碩士論文。 28. 游雅祺,2001,「技術知識特性、知識整合機制與知識移轉績效關係 之研究」,國立中央大學企業管理研究所碩士論文。 29. 黃振榮,1993,「專案管理之研究」,台灣大學政治學研究所碩士論文。 30. 楊君琦,2000,「 技術移轉互動模式失靈及重塑之研究---以研究機構與中小企業技術合作為例」,台灣大學商學研究所博士論文。 31. 勤業管理顧問公司著,許史金譯,2001,「知識管理推行實務」,台北市,商周出版。 32. 蔡裕源,1994,「移轉技術類型、管理機制 與移轉績效關係之研究」,國立政治大學企業管理研究所博士論文。 33. 劉小梅、劉鴻基譯,金仁秀著,2000,「模仿是為了創新─南 韓經驗:技術學習的典範」,台北市,遠流出版。 34. 蕭亞男,1999,「零售業技術移轉績效影響因素之研究─以百貨公司為例」,國立 成功大學碩士論文。 35. 羅嘉穎譯,高德拉特(Eliyahu M. Goldratt)著,2002,「關鍵鏈:突破專案管理的瓶頸」,臺北市,天下遠見出版 36. 嚴永晃,1987,「技術合作三十年的省思」,經濟雜誌。 英文部分 1. Archibald R. B., 1981, “The Implementation of Project
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Effects of Coach's Leadership Style, Leadership Behaviors and Team Performance of the Elementary School Baseball Player 林郁鈜、雷文谷

Effects of Coach's Leadership Style, Leadership Behaviors and Team Performance of the Elementary School Baseball Player 林郁鈜、雷文谷

教育行政學(二版)。臺北市:高等教育圖書。 羅虞村(1987)。領導理論研究。臺北市:文景。 盧瑞陽(1993)。組織行為管理心理導 向。臺北市:華泰。 戴志謙(2004)。國軍高司單位勤務部隊長領導行為研究。世新大學行政管理學研究所碩士論文。未出版,臺北市 。 二、英文部分 Barnard, C. I.(1938). The functions of the executive. Cambridge, MA: Harvard University Press. Barrick, M. R., Stewart, G. L., Neubert, M. J., & Mount, M. K.(1998),Relating member ability and personality to work-team processes and team effectiveness, Journal of Applied Psychology, 83(3),377-391. Barrow, J. C. (1977). The variables of leadership:A review and conceptual framework.Academy of
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The Moderating Role of Power Distance in The Relationship between Nurse Manager Leadership Style and Nursing Staff Job Satisfaction

The Moderating Role of Power Distance in The Relationship between Nurse Manager Leadership Style and Nursing Staff Job Satisfaction

Hiện tôi đang thực hiện luận văn tốt nghiệp thạc sĩ khoa Quản trị Bệnh viện tại trường y khoa Nghĩa Thủ. Đề tài mà tôi chọn là vai trò điều hòa của khoảng cách quyền lực lên mối quan hệ giữa lãnh đạo điều dưỡng và điều dưỡng viên tại một số bệnh viện tư nhân ở Việt Nam. Bạn yên tâm rằng mọi thông tin bạn điền theo các bảng dưới đây được giữ an toàn, bảo mật tuyệt đối, nên tôi mong các bạn trả lời một cách trung thực. Việc làm này sẽ tốn chút thời gian của bạn. Nếu bạn có bất cứ thắc mắc gì có thể liên lạc với tôi theo địa chỉ mail ở dưới.
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