Oshinubi, O O (2007) The influence of project managers' leadership styles on project team performance in the construction industry. DM thesis, University of Phoenix, USA.
Abstract
The purpose of the quantitative, correlational study is to evaluate the relationship between the leadership styles of 17 project managers in 17 project teams consisting of 6-9 members and the team members’ perception of the project managers’ leadership styles as the leadership styles relate to project team performance in the construction industry in the southeastern United States. A project manager’s leadership style is signified through the emergence of nine leadership characteristics: (a) charisma, (b) sharing responsibility, (c) continuous personal and team development, (d) a common vision, (e) mutually influencing relationships, (f) putting the interests of the group ahead of the interests of the individual, (g) risk-taking, (h) team collaboration, and (i) empowering others. The study hypothesized that teams in which the project manager exhibited high level of leadership characteristics would show higher levels of team performance. Seventeen project teams from the construction industry in the southeastern United States participated. The study consisted of three parts: a project leadership survey, a project manager survey, and the collection of team performance data. The results of the study from the 17 teams indicated that four of the leadership characteristics, continuous development, mutual influence relationships, risk taking, and collaboration, were consistently found in the project managers of top-performing teams. Project managers and team members recognize the responsibility for the performance of the team is the responsibility of the entire team rather than of a single individual. Through leadership training focusing on the nine characteristics of project manager leadership styles examined in the study, team performance may be positively affected.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | emergence; collaboration; leadership; training; United States; project team; project manager |
| Index terms: | team collaboration, United States, risk taking, survey, leadership style, collaboration, emergence, team development, project manager, team performance, project team, construction industry |
| Subjects: | profession, data collection methods, project delivery, Geography, decision-making and reasoning, management, systems engineering, collaborative management, industry analysis, leadership |
| Topics: | Roles and Professions, Research Practice, Organizational Design, Engineering Principles, Geographical Context, Project Management |
| Descriptive scope: | 4 PCTE |
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