Gan, X; Jia, J; Le, Y and Hu, Y (2024) Transforming vertical leadership into shared leadership in infrastructure project teams: A dual-pathway perspective. Engineering, Construction and Architectural Management, 31(8), pp. 3097-3123. ISSN 0969-9988
Abstract
Purpose: Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team effectiveness, including vertical leadership and team-level leadership. The purpose of this paper is to examine how vertical leadership facilitates shared leadership in infrastructure project teams. Design/methodology/approach: This paper develops the conceptual model based on the literature review. Then the questionnaire survey was conducted. The empirical data obtained from 117 infrastructure project teams in China were analyzed by partial least squares structural equation modeling (PLS-SEM) for validating the proposed model. Finally, the results were comparatively discussed to explain the dual-pathway between vertical leadership and shared leadership. And the practical implications were presented for the project managers in infrastructure project teams. Findings: Drawing on social learning theory and social cognitive theory, the results show that both participative leadership and task-oriented leadership can facilitate shared leadership. Further, team atmosphere fully mediates the link between participative leadership and shared leadership. Team efficacy fully mediates the relation between task-oriented leadership and shared leadership. Also, role clarity has a negative moderating effect on the former path. Originality/value: The study extends the knowledge of leadership theory in the construction field. Based on the proposed conceptual model and PLS-SEM results, this study unveils the black box between vertical leadership and shared leadership and contributes to the theory of leadership on how the impact of different vertical leadership on team process promotes shared leadership.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | role clarity; shared leadership; team atmosphere; team efficacy; vertical leadership |
| Index terms: | China, partial least square, questionnaire, methodology, survey, regional economic, structural equation modelling, face, literature review, drawing, social learning, social cognitive theory, project team, infrastructure project, effectiveness, project manager |
| Subjects: | data collection methods, profession, project delivery, economic analysis, data analysis and analytics, technical documentation, psychology, Geography, research methods, performance management, theoretical framing, behavioral psychology, statistical analysis, infrastructure and transport systems |
| Topics: | Organizational Design, Quality Management, Design Practice, Roles and Professions, Engineering Principles, Research Practice, Project Management, Geographical Context, Business Strategy |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here