Goal orientations, leader-leader exchange, trust, and the outcomes of project performance

Model of driving factors for success in public health project management using structural equation modeling

In a context where pandemic crises and chronic conditions are a constant and increasing threat, the success of public health projects is absolutely critical. However, little is known about the factors that influence the success of projects that aim to provide conditions for people to be healthy and prolong the life of the population as a whole. A mixed-method study was carried out to fill the literature gap, resulting in a new model of success factors for public health projects. The research work theorizes the success factors that impact public health project success, providing relevant knowledge for project managers and contributing to the successful management of public health projects.

Explainable prediction of node labels in multilayer networks: a case study of turnover prediction in organizations

In real-world classification problems, it is important to build accurate prediction models and provide information that can improve decision-making. Decision-support tools are often based on network models, and this article uses information encoded by social networks to solve the problem of employer turnover. However, understanding the factors behind black-box prediction models can be challenging. Our question was about the predictability of employee turnover, given information from the multilayer network that describes collaborations and perceptions that assess the performance of organizations that indicate the success of cooperation. Our goal was to develop an accurate prediction procedure, preserve the interpretability of the classification, and capture the wide variety of specific reasons that explain positive cases. After a feature engineering, we identified variables with the best predictive power using decision trees and ranked them based on their added value considering their frequent co-occurrence. We applied the Random Forest using the SMOTE balancing technique for prediction. We calculated the SHAP values to identify the variables that contribute the most to individual predictions. As a last step, we clustered the sample based on SHAP values to fine-tune the explanations for quitting due to different background factors.

Should I speak up? How trust in leaders and leader-leader exchanges influence nurses' voice behaviour

AIM

Discussing the nurses' voice behaviour could support the managers in making the right decisions and solve problems.

DESIGN

This was a discursive paper.

METHODS

The discursive was based on reviewing the literature.

RESULTS

Nurses play a critical role in offering useful constructive advice, which leads to management figuring out and solving problems immediately for the purpose of bettering the working environment. Therefore, we assert that trust in leadership and the leader-leader exchange system also plays a critical role in enforcing voice behaviour. Trust is a crucial aspect of voice behaviour, and integrated trust in leadership and leader-leader exchange as a possible practical suggestion for the fostering of voice behaviour are proposed. Nurse managers must maintain a sense of reciprocal moral obligation in order to nurture value-driven voice behaviour. It is important that open dialogue, active listening and trust in leadership exist. Nurse managers must consider ways to foster mutual trust, and support and enable nurses to use voice behaviour in everyday practice.

Impact of Shared Leadership Quality on Agile Team Productivity and Project Results

Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team–related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm.

Distributed Leadership in Projects: The Contributions of Stakeholders

This article examines how stakeholders contribute to leading a project. Using a longitudinal study of a project embedded in a public project portfolio, the article uncovers a leadership configuration in which project portfolio and project actors come together in four patterns: top-down influence, transactional exchange, pooled leadership, and co-leadership. This configuration reveals integrated leadership units, the possibility of senior managers to both constrain and channel project manager contributions, and a wider variety of leadership patterns in horizontal and vertical relationships. These insights offer a more comprehensive account of distributed leadership that contributes to the development of leadership capacity in projects.

How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing

Grounding on social exchange theory and using the creative process engagement as a lens, this article study investigates the influence of servant leadership on employee creativity. In addition, the research examines the role of knowledge sharing in the link between servant leadership and employee creativity. Time lag method was used to collect the data from 242 employees and 57 managers employed in Chinese publicly listed companies. The data collection was divided into two parts. The subordinates were asked to rate servant leadership, their creative process engagement behavior, and knowledge sharing. The supervisors were asked to rate their associates regarding employee creativity. According to the results, employees creative process engagement behaviors mediated servant leadership and employees’ creativity. In addition, the link between servant leadership and employees’ creativity was strengthened by knowledge sharing. A detailed model is also provided, highlighting the significance of leadership, work engagement, knowledge sharing in fostering employee creativity in the Asian environment.

Leader–follower psychological capital congruence and work outcomes: the mediating role of organizational embeddedness

Purpose

Based on the micro role transition theory (MRTT), the present study aims to explore how leader–follower congruence in psychological capital (PsyCap) affects followers' task performance and voice behavior, in which we uncover the mediating role of organizational embeddedness.

Design/methodology/approach

A survey was conducted in South China through a three-stage procedure, and finally, a dyad-structured sample of 62 leaders and 218 employees was matched. The polynomial regression method, response surface analysis and structural equation modeling were employed to test the effects of leader–follower PsyCap congruence.

Findings

(1) Followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are more aligned; (2) followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are aligned at a high level rather than when they are aligned at a low level; (3) followers' organizational embeddedness will be higher when followers' PsyCap is higher than leaders', compared to when followers' PsyCap is lower than leaders'; (4) organizational embeddedness mediates the relationship between leader–follower PsyCap congruence and followers' (a) task performance and (b) voice behavior.

Originality/value

This study emphasizes leaders' pivotal role in a process where followers' PsyCap affects task performance and voice behavior, and further extends MRTT through introducing organizational embeddedness as a mediator in such a mechanism.

Understanding the Effect of Multi-Agent Collaboration on the Performance of Logistics Park Projects: Evidence from China

With the rapid development of a new generation of information technology and data systems, there are more and more modern logistics park projects appearing in China. However, in the process of the construction and operation of a logistics park project, there is often a lack of coordination between the multiple parties (usually the government, the development enterprise and the entered enterprises), which leads to a series of problems such as low efficiency and disordered management and so on, finally affecting the project performance. However, few studies have focused on this phenomenon, and prior studies are unclear regarding the impact of multi-agent collaboration on logistics park project performance. Therefore, in this study, we investigate the link between multi-agent collaboration and the logistics park project performance based on survey data from Yunnan Province in China. The empirical analysis was conducted using the partial least squares (PLS)-based structural equation modeling with Smart PLS 2.0. The data analysis results suggest that the three dimensions of multi-agent collaboration (management, mechanism and information collaboration) have a significant positive impact on the performance of a logistics park project. Under different environmental dynamics conditions, different strategies should be adopted by a logistics park project to improve the performance. This study provides a new perspective for understanding the value of multi-agent collaboration in logistics park projects both in theory and practice.

Ethical leadership: Exploring bottom-line mentality and trust perceptions of employees on middle-level managers

With the increased competitiveness and significance of the workforce, the responsibility of organizational leaders has been increased to behave ethically and lead their followers in the best ethical way. This study aims to explore how the perception and trust of followers of their middle-level managers can shape the ethical behavior of middle managers and their bottom-line mentality. This qualitative study was conducted using semi-structured interviews from 10 employees of two Pakistani textile organizations-selecting five employees from each. Thematic analysis was used for data analysis. The findings reported that the bottom-line mentality demands are given priority. Thus, to achieve these demands, ethical values are being ignored while the nature of the task and attitude of the supervisor leads towards the social undermining of the employees. Furthermore, it has been found that leaders' behavior and personality are more important in building trust and perception of employees, and this perception does not entail that leader will be acting ethically in real, but they are perceived to be. This study can provide valuable implications for policymakers, especially HR personnel, to device policies by considering ethical leadership practices. The findings of this research recommend that better performance and profit maximization by employees can be enhanced by reducing the bottom-line mentality of top management. Few scholars have elaborated on ethical leadership, the complexity of the leader-follower relationship, and individual perceptions. Behavioral aspects, bottom-line mentality, and trust from employees' perspective in ethical leadership have received little attention. In addition, this research has taken a step forward by exploring the collectivist country of Pakistan.

Understanding the Impact of Transformational Leadership on Project Success: A Meta-Analysis Perspective

This paper aims to systematically analyze the reasons for the differences in the relationship between transformational leadership (TL) and project success and apply meta-analysis to summarize which dimensions of TL are the main driving forces for project success. Adopting the meta-analysis approach, we investigated 31 independent studies (N = 6475) and studied the theoretical moderators of this relationship from the perspectives of mediating variables, cultural background, and document type to test whether the moderating effects can explain the inconsistent research results. The results reveal that TL positively affects project success and leadership charm is the primary driver of TL. Also, the existence of a mediating mechanism has a more significant impact on the success of the leading project. Meanwhile, compared with project construction under the Western cultural background, countries with Eastern culture are more inclined to use a people-oriented philosophy for project management to promote project success. This research provides an empirical perspective to help project leaders select management talents, regulate leaders' words and deeds, and cultivate technical and soft leadership skills. Besides, this paper proposes a unique and nuanced view of the relationship between TL and project success, enhancing people's understanding of the TL's role in influencing project success.

Validation issues of a performance management system for design: three case studies

Purpose

This study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies.

Design/methodology/approach

The use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used.

Findings

Viewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage.

Originality/value

Validation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data.