The moderating effect of program context on the relationship between program managers' leadership competences and program success

Moderated-mediation between ethical leadership and organizational citizenship behavior: the role of psychological empowerment and high performance managerial practices

Purpose

This study aims to examine moderated-mediation between ethical leadership (EL) and organizational citizenship behavior (OCB). Specifically, a moderating effect of high performance managerial practices (HPMPs) on the indirect effect of EL on OCB through employees’ psychological empowerment (PE) was tested.

Design/methodology/approach

Data were collected from 267 bank employees including subordinates and their supervisors. Partial least squares structural equation modeling was used for data analysis.

Findings

The results indicate that PE mediates the relationship between EL and OCB, and HPMPs enhance OCB by increasing the effect of EL on employees’ PE.

Research limitations/implications

This study contributes to human resource management and leadership literature by explaining the moderated-mediation mechanisms between EL and OCB. The findings help to understand how HPMPs enhance employees’ OCB by strengthening the effect of EL on PE. Limitations are related to external validity and cross-sectional nature of data.

Practical implications

Organizations’ use of HPMPs makes ethical leaders more effective in enhancing employees’ PE and, subsequently, their OCB.

Originality/value

Previous research lacks evidence on the indirect effect of EL on employee OCB through PE. Moreover, to the best of the authors’ knowledge, no previous study has examined the moderating effect of HPMPs on the abovementioned indirect relationship. This study has addressed the abovementioned research gap.

Empirical Research on the Critical Success Factors of Construction Program

Scientific identification of the factors that underpin the success of construction program can effectively promote the success of construction program. Based on literature statistics, this paper developed the measurement items of key success factors of construction program in Chinese context. Based on exploratory factor analysis, seven key success factors of construction program were extracted. Then, the excellence model of construction program was constructed by referring to the ideas, concepts, and theoretical mechanisms of EFQM model. The research conclusions of this paper provide a systematic and holistic guidance for the successful implementation of the program by the construction program organization and promote the success of the program.

Transformational Leadership and Project Success: Serial Mediation of Team-Building and Teamwork

This research investigates the impact of transformational leadership (TL) style on project success (PS) in the indirect effect of serial mediation of team-building and teamwork quality (TWQ). A quantitative research approach was used for this study. Data were gathered from 374 professional information system development (ISD) project managers in Pakistan. The hypotheses were tested using regression analysis with bootstrapping. Both team-building and teamwork independently and serially mediate the relationship between the TL and PS of the project managers, respectively. The TL style of the project manager intensifies PS with team-building practices (TBP) and TWQ. The TL boosts TWQ in terms of communication, coordination, and cohesion to achieve a successful project. The findings suggest that TL is associated with PS through serial mediation of team-building and teamwork. No research to date has used this nascent methodology to explore the association between TL and PS.

Moderating effect of environmental dynamism on leadership practices and employees’ response to change in South Africa

Purpose

The environment has become increasingly dynamic, characterised by hyper turbulence and high-velocity. While research has confirmed the influence of leadership on the effectiveness of change, the author knows less about how increased environmental dynamism influences the relationship. This study aims to investigate how this relationship is impacted under highly uncertain and dynamic external conditions.

Design/methodology/approach

To investigate the moderating effect of environmental dynamism on leadership practices and employees’ response to change, 1,536 employees’ survey responses were analysed from various organisations in South Africa. Moderator regression models were used to examine relationships.

Findings

Environmental dynamism has a slight significant strengthening effect on the relationship between leadership practices and response to change, with regard to commitment to the change; efficacy, that is, the belief in whether the change will lead to the efficacy of the organisation; and valence or attractiveness of the change. However, no significant positive moderator effect on the impact of leadership practices on active support for change. Tenure as control variable also did not have a significant influence on the model.

Practical implications

Organisations must take note that under dynamic conditions: employees’ belief about the efficacy of change is influenced by leadership practices, but not the active support for the change. Leadership must, thus, check whether employees’ positive responses are indeed going over in action to implement change.

Originality/value

This study contributes an important moderator effect: the more dynamic the environment, the greater the impact leadership practices have on employee response to change.

Mapping Knowledge Domains of Integration in BIM-Based Construction Networks: A Systematic Mixed-Method Review

Building information modeling-based construction networks (BbCNs) are teams from several professional organizations working together to assume building information modeling- (BIM-) related assignments on BIM-enabled projects. With a view to achieving a better understanding of the knowledge domains on integration in BbCNs, a systematic mixed-method review of the relevant studies published from 2008 to 2018 is conducted in this study. An “integration pentagon” made up of context, process, organization, task, and actor is used as a theoretical lens to identify and construct knowledge maps describing the integration in BbCNs. The study conducts a comprehensive review upon a bibliometric analysis based on 1019 researches into BIM and a qualitative analysis of 42 carefully selected researches into integration in BbCNs. The findings confirm that the solutions provided by these researches to support integration in BbCNs are altogether technology oriented. The sociotechnical dimensions including context, organization, task, and actor show limitations. More importantly, the major academic contributions of the study lie in offering an objective and systematic analysis of previous researches, revealing the gaps on integration in BbCNs, and advising researchers in future studies regarding the integration pentagon as an all-inclusive analysis tool. These results highlight the status quo of BbCNs knowledge and serve as a dynamic platform to allow other scholars to perform further developments of integration in BbCNs.

The Impact of Executive Coaching on Project Managers’ Personal Competencies

Personal competencies have been shown to be increasingly reliable predictors of successful project managers. This research studies whether executive coaching is effective in strengthening personal competencies in the project management field. An experiment with 30 project managers and 30 observers has been conducted to determine, by means of a quantitative and qualitative approach, the impact of coaching on different competencies based on the Project Manager Competency Development Framework – Third Edition (Project Management Institute, 2017a). The conclusions reveal interesting insights, such as the finding that executive coaching has the greatest impact on behaviors related to leading, managing, and finding strategies for coping with challenging situations.