Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team

Development and validation of a higher-order thinking skills (HOTS) scale for major students in the interior design discipline for blended learning

Assessing and cultivating students' HOTS are crucial for interior design education in a blended learning environment. However, current research has focused primarily on the impact of blended learning instructional strategies, learning tasks, and activities on the development of HOTS, whereas few studies have specifically addressed the assessment of these skills through dedicated scales in the context of blended learning. This study aimed to develop a comprehensive scale for assessing HOTS in interior design major students within the context of blended learning. Employing a mixed methods design, the research involved in-depth interviews with 10 education stakeholders to gather qualitative data, which informed the development of a 66-item soft skills assessment scale. The scale was administered to a purposive sample of 359 undergraduate students enrolled in an interior design program at a university in China. Exploratory and confirmatory factor analyses were also conducted to evaluate the underlying factor structure of the scale. The findings revealed a robust four-factor model encompassing critical thinking skills, problem-solving skills, teamwork skills, and practical innovation skills. The scale demonstrated high internal consistency (Cronbach's alpha = 0.948-0.966) and satisfactory convergent and discriminant validity. This scale provides a valuable instrument for assessing and cultivating HOTS among interior design major students in blended learning environments. Future research can utilize a scale to examine the factors influencing the development of these skills and inform instructional practices in the field.

Servant leadership and project success: the mediating roles of team learning orientation and team agility

Drawing from social learning theory, this study aims to explore the mediating effects of team learning orientation and team agility on the relationship between servant leadership and project success in the context of construction projects. Based on data collected from 306 construction project members in China, the findings reveal that servant leadership exerts a positive influence on project success. Additionally, servant leadership significantly enhances both team learning orientation and team agility, which in turn contribute to project success. Furthermore, the results demonstrate the serial and parallel mediating roles of team learning orientation and team agility between servant leadership and project success. Theoretical and practical implications were also provided based on the findings.

Unveiling the Impact of Communication Network on Engineering Project Team Performance: The Interplay of Centralization and Tie Strength

Purpose

Recent research has focused on the impact of communication networks on the performance of construction project teams, attempting empirical exploration from various social network analysis perspectives. However, there is still a significant gap in understanding the variations in performance and the mechanisms for teams using different communication networks. Drawing from organizational learning theory and social network theory, this study, based on the Input-Mediator-Output (IMO) model, explores the effects of the interaction between centralization and tie strength in communication networks on team performance, as well as the mediating mechanisms of knowledge sharing behavior and team resilience performance in engineering project teams.

Methods

Drawing on classic group communication experiment, we design an online communication and collaboration platform to simulate the execution of a construction engineering project. Finally, data was collected through the communication experiment with 720 participants, and hypotheses were tested using ANOVA and PROCESS.

Results

The results indicate that under conditions of weak tie strength, centralized communication networks yield higher performance. Conversely, under conditions of strong tie strength, decentralized communication networks demonstrate superior performance. Furthermore, this study also verifies the mediating role of knowledge sharing behavior and team resilience performance when tie strength is strong.

Conclusion

This study focuses on engineering project team, exploring the evolutionary development of knowledge sharing behavior and team resilience performance from the perspective of the interaction of communication network structural characteristics, as well as the paths to enhancing team performance. Our research results highlight the interactive effects of structural indicators and relational indicators of communication networks, revealing the mechanism by which the structure of communication networks impacts team performance. Additionally, from the perspectives of forming and timely adjusting team communication models, and motivating and supporting employee communication behavior, our study provides practical insights for project managers and relevant administrators.

Examining information systems use to facilitate the workplace accommodation process

BACKGROUND

The workplace accommodation process is often affected by ineffective and inefficient communications and information exchanges among disabled employees and other stakeholders. Information systems (IS) can play a key role in facilitating a more effective and efficient accommodation process since IS has been shown to facilitate business processes and effect positive organizational changes.

OBJECTIVE

Since there is little to no research that exists on IS use to facilitate the workplace accommodation process, this paper, as a critical first step, examines how IS have been used in the accommodation process.

METHODS

Thirty-six interviews were conducted with disabled employees from various organizations. Open, axial, and selective coding were part of the analysis. Fuzzy set qualitative comparative analysis was used to identify different levels of IS use based on participants' descriptions.

RESULTS

An IS used in the workplace accommodation process consists of electronic request form, accommodation checklist, special budget, specific role, ancillary service, formal policy and procedure. There are different levels of IS use in the current accommodation process. The high-level IS use often results in a better accommodation performance than the low-level IS use, including high efficiency, high effectiveness, and low emotional tolls. Nevertheless, the high-level IS use often uses a specific, inflexible template as well as disregards human elements in the accommodation process.

CONCLUSION

This work provides implications that future IS design should raise awareness of disability and accommodation, account for individual differences, involve multiple stakeholder inputs, as well as address the fundamental social issues in the accommodation process.

How do project managers' competencies impact project success? A systematic literature review

Despite the existence of systematic literature reviews focused on examining the factors contributing to project success, there remains a scarcity of reviews addressing the relationship between the project managers' competencies and project success. To fill this gap in the literature, this review aimed to evaluate peer-reviewed articles, published between 2010 and 2022, and analyze the impact of project managers' competencies on project success. The Web of Science, Scopus, ScienceDirect, and ProQuest electronic databases were first consulted in September 2021, with an update in August and October 2022. A total of 232 titles were analyzed. Ten articles met the criteria and were fully reviewed. A content analysis and a citation network were carried out to analyze the included articles. The analysis revealed that the existing literature has primarily explored the influence of competencies from the personal and social dimensions, such as leadership, communication, and emotional intelligence, on project success. Conversely, competencies from other dimensions have received less attention in the literature. In addition, this review contributes to the literature by providing a holistic categorization of competencies associated with project success and examining and organizing project success criteria into three dimensions.

Comparing Single-Item and Multi-Item Trust Scales: Insights for Assessing Trust in Project Leaders

The purpose of this research is to provide researchers and leaders with a reliable and up-to-date comparison between a single-item and a multi-item trust scale, enabling effective assessment of team members' trust in their leaders. The aim of the study is to investigate whether a single-question scale is as reliable as a multi-item questionnaire in measuring trust. An additional goal is to provide researchers with insights and conditions for effectively using single or multiple measures to assess trust in leaders, considering factors like reliability and effectiveness. After conducting a comprehensive literature review, data were collected from 101 project members in Brazil using a survey methodology. The respondents were asked to provide feedback regarding their leaders, specifically project managers, and factor analysis was then employed to test the single-item and multi-item measures of trust. The advantages and disadvantages of each approach are discussed. The findings of our study demonstrate that both single-item and multi-item scales of trust should be utilized to gain a more comprehensive understanding of the trust construct. Single-item questionnaires can reduce survey length, improve respondent friendliness, and increase participant willingness. On the other hand, multi-item questionnaires enable researchers to analyze latent variables that contribute to an overall variable, but they cannot isolate data for each of those constructs. The results show that both measures are reliable, providing researchers and professionals with insights into the benefits and drawbacks associated with each method. Consequently, this research equips researchers and project professionals with valuable information for selecting the appropriate measurement tool.

A leadership model supporting maturation of high-performance translational teams

Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly (Formation); (2). conducting research (Knowledge Generation); and (3). dissemination and implementation (Translation). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation. We synthesized an integrated model of TT leadership, mapping a generic "functional leadership" taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

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.

Role of climate fund raising under fiscal balance on climate change mitigation: an analysis from Pareto optimality

Since there is little progress being made in multinational climate discussions, climate finance is at a crossroads as lenders must come up with new plans for the "Future of Environment Funds." The mission of effectively and efficiently distributing money to support the shift to low-carbon, climate-resilient economies has been given to climate finance organizations. Due to its purpose to contribute to a paradigm shift, the Green Climate Fund (GCF) is anticipated to help the most vulnerable populations adapt to and mitigate climate change. This research alters the premise of the Baumol and Oates public externality model to make it more appropriate for global climate governance analysis. This research then deduces the special pricing conditions to persuade the market to comply with Pareto optimality criteria by contrasting the Pareto optimality model of global climate governance and the market equilibrium model. The rules and potential approaches that must be followed for raising capital and allocating GCFs are then determined by taking into account global Pareto optimality and fiscal balance. The study finds that when each country assumes that the GCF aims to achieve Pareto optimality in climate governance globally and its own fiscal balance, the equilibrium results of the international climate game will not achieve both the financial balance of the GCF and global Pareto optimality simultaneously. The GCF may successfully finance non-bankable components of bigger "almost bankable projects," according to our empirical analysis of the GCF portfolio structure and strategy in this research. This lends credence to an alternative interpretation of the GCF.

How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence

Drawing on conservation of resources theory, our study investigates whether a project manager’s despotic leadership style influences project success directly and indirectly through the underlying mechanism of project team members’ emotional exhaustion. Additionally, the moderating role of project team members’ emotional intelligence (EI) between despotic leadership and emotional exhaustion is also examined. Data were collected from the project-based employees working in telecommunications organizations (n = 250) using a time-lagged survey in three waves. The result indicates that despotic leadership has a significant negative influence on project success, and emotional exhaustion partially mediates this relationship. Moreover, conforming to a rare line of inquiry that there is a dark side to being emotionally intelligent, our findings show that the effect of despotic leadership style on emotional exhaustion is stronger when a project team member is highly emotionally intelligent. We discuss the theoretical and practical implications of these findings.

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.

Transformational leadership and project success: The mediating role of trust and job satisfaction

Transformational leadership (TFL) impacts on project and organizational success are well established. However, many underlying factors that make TFL effective are still missing. Therefore, we formulated hypotheses and tested the mediating role of trust (TS) and job satisfaction (JS) in linking TFL to project success (PS). A time-lagged methodology was used to collect quantitative data using a structured questionnaire from 326 project manager-team member dyads working in Pakistan’s public sector. Our results showed that TS, JS, and TFL significantly impacted project success. Moreover, we found that TS and JS mediate the relationship between TFL and PS. These findings highlight the importance of trust and job satisfaction as mechanisms that translate TFL into the success of projects for organizations.

Impact of project governance on project success, with mediating role of organizational support and project team cohesion

Purpose

The purpose of this study is to determine how project governance influences project success. According to the authors, such an effect is mediated by organizational support and project team cohesion. The direct and indirect effects of organizational support and project team cohesion provided helpful information. The authors’ objective is to contribute to the project management knowledge of how project team cohesion plays a significant role in project success.

Design/methodology/approach

Data were collected from 350 employees working in Pakistan’s oil and gas industry. Four prime oil and gas exploration companies were selected as samples based on their contribution to the revenue. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine the direct and indirect effects.

Findings

The results revealed that project governance is positively related to project success. Furthermore, organizational support and project team cohesion mediated the relationship between project governance and project success.

Originality/value

Team cohesion has been primarily a topic of interest in sports psychology literature, education and medical sciences. There is an expressed need to investigate team cohesion issues in the broad domain of organizational development, specifically the project management literature. This study contributed by discussing team cohesion in the project context. Second, project governance was investigated using the conservation of resources theory. The lens of intellectual capital was applied to examine intangible resources of project governance like rules, regulations and directives for project success.

A Simulation Study on the Processes of Intra-Group Informal Interaction Affecting Workers' Safety Behaviors

The construction industry across the world is characterized by a high safety risk, and the occurrence of these safety accidents has led to substantial economic and social losses. The workers' unsafe behaviors are considered to be a main cause. Thus, recently, scholars in the construction industry have shifted their attention to the investigation of the influencing factors (or antecedents) and their impact on workers' safety behaviors (WSBs), hoping to provide insight into useful management policies. The existing literature has identified many society-level, cooperation-level, project-level, and individual-level concepts influencing WSB, but ignores the influence of intra-group informal interaction (IGII) on WSB. This study constructed a conceptual model for IGII, group knowledge sharing (GKS), and group identification (GI) to determine their influence on construction workers' safety behaviors, and then conducted simulation analysis using the software of NetLogo. The results show that IGII, GKS, and GI can positively influence workers' safety behaviors, and IGII can also positively influence WSB through GKS and GI. This study enriches the theoretical knowledge on the causation of construction workers' safety behaviors, provides references for project managers to carry out proper safety management, and offers a theoretic foundation for the formulation of industry regulations.

Exploring the effect of team climate on knowledge management in teams through team work engagement: evidence from knowledge-intensive firms

Purpose

Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).

Design/methodology/approach

Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.

Findings

Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.

Originality/value

To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.

Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification

Employing self-determination and social identification theories, we examined how servant leadership, which focuses on employees’ needs, influences project success. Based on 453 responses from project team leader–project team member dyads working in a single organization, our findings suggest that servant leadership enhances project success predominantly by mitigating project work withdrawal, rather than accentuating work engagement. Additionally, when team members’ project identification is high, the servant leadership–work engagement relationship is weakened, whereas the servant leadership–project work withdrawal relationship is strengthened. We contribute to the nascent literature that positions servant leadership as an effective style in the project context.

A Stitch in Time Saves Nine: Nexus between Critical Delay Factors, Leadership Self-Efficacy, and Transnational Mega Construction Project Success

Delay factors are frequent in the construction industry globally, resulting in significant overruns in project cost and time. In context, megaprojects can be more prone to critical delays, hence, demanding a high degree of self-confident leadership. Despite the continuous scholarly attempts to examine mega construction project success, the underlying role of critical delay factors and leadership self-efficacy has been largely overlooked. Hence, to address these rarely examined linkages, the present study empirically explored the effects of critical delay factors (CDFs) on transnational mega construction project (TMCP) success with the moderating influence of leadership self-efficacy (LSE). Based on a study sample (N = 211) extracted from the China–Pakistan Economic Corridor, the hypothesized relationships were tested through partial least squares–structural equation modeling. The study included nine critical delay factors and three subdimensions of TMCP success, derived from previous research. The findings revealed a negative relationship between CDFs and TMCP success, as a 1% increase in CDFs triggered a 28.8% negative change in TMCP success. A positive moderating effect of LSE on the relationship between CDFs and TMCP success was also empirically supported, as 1% increase in LSE resulted in 18.4% positive change in TMCP success. The present study bridges the fragmented literature on critical delay factors in the global construction industry, megaproject success, and project leadership, by providing the first empirical evidence linking these potential relationships. Moreover, the present study also provides an extension to existing studies to identify the role of CDFs and LSE in impacting multi-faceted success (i.e., management success, ownership success, and investment success) in mega construction projects.

What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

Although numerous studies have been conducted in the field of knowledge sharing with a focus given to its importance, very little attention has been given to knowledge hiding practices. A very few studies have been found to make an attempt to figure out its impact and antecedents. Likewise, the negative role of passive leadership in the project management literature has not been evidenced enough despite its existence in project-based organizations. Both knowledge hiding and passive leadership are the highly neglected areas in the project management literature. Therefore, this study not only attempts to investigate the influence of passive leadership on knowledge hiding but also aims to explore the role of creative self-efficacy between them. IT project organizations were chosen to collect data because of their high failure rate due to an insufficient knowledge transfer. The findings of this study revealed that the neglected passive leadership greatly influences the knowledge hiding practices among individuals. However, according to the results, knowledge hiding practices are found to reduce the presence of creative self-efficacy. Thus, the antecedents of knowledge hiding should be considered to create an innovative and successful business environment. The results are highly significant not only for the field of project management but also for other practitioners.

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Societal development is increasingly undertaken as major public projects in different sectors. Project governance is important for strategically successful outcomes; thus, a broad societal perspective should be kept throughout the governance process. State ownership exists in many forms, and major public projects’ governance arrangements differ. Quality assurance is a recommended part of the arrangements, yet knowledge of them is limited. This study investigates relatively recent governance arrangements in state-owned enterprises in Norway, emphasizing their content and organization of quality assurance. The arrangements are compared with the more established “State Project Model”, a governance arrangement set up by the Ministry of Finance in 2000, including major public projects with budgets exceeding USD 110 million. Through case studies, comprising documents and interviews, and using the State Project Model as a reference frame, differences in the studied arrangements’ comprehensiveness were found. Finding the appropriate level of governance is challenging, yet potential for mutual learning and improvement across different arrangements is revealed. For state-owned enterprises with sectoral policy objectives, the government should ensure that political control is not undermined. This study provides recommendations for further improvement of governance arrangements and adds to the general understanding of state-owned enterprises and major public projects’ front-end phase.