Smith, D R (2020) Adaptive leadership strategies and project success of construction project managers in Jamaica. PhD thesis, Walden University, USA.
Abstract
The lack of effective project leadership strategies can influence organizations' performance to deliver projects successfully in a rigorous and complex business environment. Project leaders whose leadership performance is poor may experience business failure. Grounded in adaptive leadership theory, the purpose of this qualitative multiple case study was to explore adaptive leadership strategies used by some project managers in Jamaica to increase project success rates. Participants were 8 senior public sector project managers who successfully managed projects using adaptive leadership strategies. The data collection techniques were semistructured face-to-face interviews and review of company archival documents and artifacts from the organizations' websites. Yin's 5-step analysis was used to analyze the data. Three themes emerged: leader-follower relationship, stakeholders' engagement, and hard and soft leadership approach. Project leaders who develop relationships with followers, engage stakeholders, and use appropriate leadership skills in different situations will address problems effectively as they arise. The implications for social change include the potential to create a positive work environment for team members and utilizing a multiple party collaboration with community stakeholders to resolve issues such as environmental degradation, construction waste, and sociopolitical challenges.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Dusick, D |
| Uncontrolled Keywords: | failure; skills; construction project; business failure; collaboration; leadership; project success; public sector; project manager; stakeholder; Jamaica; case study; interview |
| Index terms: | environmental degradation, project manager, case study, project success, public sector, work environment, construction waste, manager, business failure, interview, artifact, face, strategy, Jamaica, construction project, collaboration, documents |
| Subjects: | profession, data collection methods, management, project management theory and practice, professional development, sociology, administrative law, practitioner, waste management, environmental impact, psychology, economic analysis, Geography, production management |
| Topics: | Business Strategy, Information Management, Research Practice, Roles and Professions, Organizational Design, Geographical Context, Project Management, Sustainability, Legal Issues |
| Descriptive scope: | 3 PCE |
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