情商视角下项目经理领导风格对项目绩效的影响研究

作为一种关键软实力,情商对领导行为及组织绩效的作用已受到广泛关注。为了研究情商、领导行为和项目绩效三者之间的影响路径,在工程背景下,重新定义了项目经理情商、领导风格及项目绩效的维度,构建出"项目经理情商-领导风格-项目绩效"的中介效应关系模型。运用SPSS软件进行实证研究,验证出转换型和积极交易型领导风格在情商与项目整体绩效、各参与方满意度的作用中起完全中介作用,在与多元化目标关系中起部分中介作用;消极交易型在情商与多元化目标、各参与方满意度的作用中起部分中介作用,在与项目整体绩效关系中无中介作用;放任型在情商与项目绩效的作用中无中介作用。同时,情商维度如团队管理等对领导风格及项目绩效的积极作用,对工程项目管理及项目经理的选择有指导意义。     

The impact of a training programme designed to target the emotional intelligence abilities of project managers

Emotional intelligence (EI) has been suggested as underpinning a number of behaviours considered important for project management however few studies have been conducted to date examining whether training can improve EI. A sample of project managers in the UK attended one of three 2-day EI training programmes and the effects of the training evaluated to determine its impact on emotional intelligence abilities, empathy, and the project manager competences of teamwork and managing conflict considered to be underpinned by EI. Using a pre/post test research design, positive effects were found 6 months later in the emotional ability, understanding emotions as well as the two project manager competences. Data collected 1 month post training showed no significant changes. The results suggest that training can have an impact on the emotional intelligence of project managers but that other conditions following attendance on training may also be necessary.     

PPP项目中承诺对商业模式创新绩效的#br# 影响：尽善履约的中介作用

PPP项目商业模式创新很大程度上依赖于社会资本的尽善履约行为,而承诺是触发该行为的关键。通过文献分析将承诺划分为经济性承诺与情感性承诺,将商业模式创新绩效划分为创新效率与创新有效性,在此基础上建立以承诺为前因、尽善履约为中介、PPP项目商业模式创新绩效为结果的概念模型;采用情境模拟结合问卷调查的方式采集到116组有效试验数据,并运用分层回归分析的方法进行实证检验。研究结果表明：①尽善履约行为在承诺与PPP项目商业模式创新绩效之间起到完全中介作用;②承诺对尽善履约行为具有显著正向影响,且经济性承诺的影响要大于情感性承诺;③尽善履约行为对创新绩效具有显著正向影响,且对创新效率的影响要大于创新有效性。在此基础上,为我国政府改善PPP项目商业模式创新绩效提出了3点策略建议。     

工程项目经理授权型领导行为对项目绩效的影响研究

构建以工程项目经理授权型领导行为为自变量、项目绩效为因变量、组织承诺的 3 个维度为中介变量的理论模型， 分析工程项目经理授权型领导行为对项目绩效的影响机制。运用 SPSS、AMOS 软件，采用结构方程模型对 206 份有效调查 样本进行实证研究。结果表明，工程项目经理授权型领导行为对情感承诺、规范承诺和项目绩效都具有正向影响，对持续承 诺无显著影响；情感承诺和规范承诺在工程项目经理授权型领导行为与项目绩效的关系中起到部分中介作用，而持续承诺的 中介效应未得到支持。建议工程项目经理采用授权型领导行为，并充分利用情感承诺和规范承诺的中介作用，提升项目绩效。     

Cross-domain negative effect of work-family conflict on project citizenship behavior: Study on Chinese project managers

This research aims to examine whether and how the bidirectional work-family conflict—work-to-family conflict (WFC) and family-to-work conflict (FWC)—would influence project citizenship behavior (PCB) among Chinese project managers. We proposed hypotheses regarding the relationships between work-family conflict and PCB and the mediating effects of project commitment, which considered the role of national context. Data collected from 154 Chinese project managers were analyzed using structural equation modeling. It was found that FWC had negative relationships with all the three chosen PCBs, i.e., helping behavior, individual initiative, and relationship maintenance, and project commitment mediated these relationships. However, no negative influences of WFC on the three PCBs and project commitment were found. Further comparisons of effects of WFC and FWC on PCBs and project commitment indicated that Chinese project managers were less subject to the negative impacts of WFC. Overall, our results supported the cross-domain negative effect but rejected matching-domain negative effect of work-family conflict among Chinese project managers. We extend understandings of work-family conflict and PCB in the project context, and verify the importance of national context in interpreting work-family issues. Practical suggestions are also discussed regarding increasing project managers' PCB.     

The effect of leader emotional intelligence on leader–follower chemistry: a study of construction project managers

Extending Nicolini’s notion of project ‘chemistry’, a ‘leader–follower chemistry’ model associated with the quality of dyadic interpersonal communication in construction projects is developed. The focus is on the project manager as leader in an attempt to deepen understanding of the effect of a project manager’s emotional intelligence (EI) on the quality of interpersonal communication with their followers, being other members of the project team. While a project manager’s EI, with its associated emotional competencies, is often seen as critical in achieving good relationships with members of the project team, it remains a largely understudied concept, particularly in construction projects. Primary data collected using a series of analytical surveys and live observations of site-based project meetings was used to examine the relationship between a project manager’s emotional competencies, particularly sensitivity and expressiveness, and leader–follower chemistry. Overall, 68 construction professionals participated in the study. The findings suggest that a project manager’s emotional sensitivity and expressiveness (particularly head gestures) may explain variance in the quality of leader–follower chemistry. Based on the empirical evidence in the context of team communication, a leader–follower chemistry model is introduced, which emphasizes the importance of leaders’ emotional sensitivity and expressiveness in a leader–follower communication dyad. The model may be particularly salient in complex project networks with a large number of prominent actors.     

Examining the role of transformational leadership of portfolio managers in project performance

Research into the role of transformational leadership in project based organisations has generally focused on project managers or senior managers and less so on portfolio managers who oversee multiple projects to achieve business objectives. This study examines the impact of transformational leadership behaviour of portfolio managers on project performance directly and indirectly through other intervening variables such as climate for innovation and innovation championing. Using a questionnaire survey, data were obtained from 112 project managers in a UK project based organisation. Transformational leadership behaviour of portfolio managers was found to have a positive and significant relationship with project performance. Innovation championing and climate for innovation both partially mediated the relationship between transformational leadership and project performance. The study confirms the importance of portfolio managers in enhancing project performance and identifies the need for project based organisations to cultivate transformational leadership behaviour among them for enhanced performance. It also highlights the need for further exploration of the role of portfolio managers in improving project performance.     

Relating risk to project performance in Indonesian building contracts

A construction project is unique, specific and dynamic, and therefore projects have different levels and combinations of risks, different responses are taken to minimise those risks and different consequences affect project performance. The primary aim of this study was to analyse the impacts of perceived project risk on project performance. A path model was developed and path analysis was used to determine the relationships between risk and performance. The main survey was predominantly based on a series of interviews with project managers. A total of 22 building projects under construction were surveyed; however, only 13 projects used an ‘S’ curve to monitor their project performance. The study focused on these 13 projects and found that perceived project risk had a direct negative effect on monthly progress achievement, while monthly progress had a direct positive impact on schedule performance. Although project risk had no direct effect on schedule performance, this was influenced indirectly with monthly progress as the mediator between them. These findings indicate that the higher the project risk in a project, the greater the negative impact on monthly progress, and consequently the worse the schedule performance will be.     

Enhancing project managers’ strategy commitment by leader-leader exchange: The role of psychological empowerment and organizational identification

Projects are considered an important means of implementing strategies in project-based organizations (PBOs). Project managers need to lead projects following organizational strategies in PBOs. As a result, project managers’ commitment to strategy, which reflects their intention to perform strategic behavior, plays an important role in strategy implementation in PBOs. This study examined the role of leader-leader exchange (LLX), psychological empowerment, and organizational identification of project managers in enhancing strategy commitment. Survey data were analyzed with structural equation modeling. The results show that both LLX and psychological empowerment of project managers enhance their strategy commitment. Besides, this study reveals project managers’ psychological motivational mechanisms by investigating the mediating role of psychological empowerment and the moderating role of organizational identification. This study contributes to PBOs strategy implementation literature by extending the enhancers of strategy commitment. It generates useful insights by revealing project managers’ psychological mechanisms between LLX and strategy commitment.     

Stakeholder impact analysis of infrastructure project management in developing countries: a study of perception of project managers in state‐owned engineering firms in Vietnam

Construction projects can involve a diverse range of stakeholders and the success of the project depends very much on fulfilling their needs and expectations. It is important, therefore, to identify and recognize project stakeholders and develop a rigorous stakeholder management process. However, limited research has investigated the impact of stakeholders on construction projects in developing countries. A stakeholder impact analysis (SIA), based on an approach developed by Olander (2007), was adopted to investigate the stakeholders’ impact on state‐owned civil engineering projects in Vietnam. This involved the analysis of a questionnaire survey of 57 project managers to determine the relative importance of different stakeholders. The results show the client to have the highest level of impact on the projects, followed by project managers and the senior management of state‐owned engineering firms. The SIA also provides suggestions to project managers in developing and evaluating the stakeholder management process.     

Rating defence major project success: The role of personal attributes and stakeholder relationships

In this paper we develop and test a model of the associations between major project managers' personal attributes and project success in the context of the Australian Defence industry. In our model, emotional intelligence, cognitive flexibility and systemic thinking were hypothesised to relate to project success, mediated by internal and external stakeholder relationships. The model was tested in an online survey with 373 major project managers. Emotional intelligence and cognitive flexibility were found to be related to the development, quality and effectiveness of major project managers' relationships with both internal and external stakeholders; and these in turn were associated with their ratings of project success. Systemic thinking, however, had no relationship with either stakeholder relationships or project success. Additional research is needed to examine the contribution of a wider range of personal attributes to stakeholder relationships and project success, and to assess whether this model is applicable in other industries and types of projects.     

Effect of social identification on ego depletion of project managers: The role of project tasks and project complexity

The interorganizational context of construction projects offers project managers multiple social identifications (i.e., project identification and organizational identification) and different tasks (i.e., interorganizational tasks and intraorganizational tasks), which may lead to ego depletion of project managers and impair project performance. Drawing on social identity theory and ego depletion theory, this study examines the effect of social identification on ego depletion of project managers via interorganizational and intraorganizational tasks. Using survey data from 432 construction project managers, the results show that project managers with strong project identification undertake more interorganizational tasks and less intraorganizational tasks, which increases their ego depletion. Conversely, project managers with strong organizational identification undertake more intraorganizational tasks and less interorganizational tasks, which decreases their ego depletion. The results also provide evidence that the effect of social identification on ego depletion is stronger when project complexity is high and weaker when project complexity is low. This study contributes to the understanding of ego depletion mechanism of project managers associated with the trade-off process between different identifications and project tasks. The findings advance the psychological underpinnings of organizational behavior in project organizations and can help project managers handle their ego depletion to achieve higher individual performance and project performance.     

Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes

The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications.     

项目经理在项目管理中的工作重点

指出了以项目管理为中心，实行项目经理负责制是工程建设项目管理成败的关键，从项目初始阶段、实施阶段、结束阶段探讨了项目经理在项目管理中的主要工作，以提升项目经理在项目管理中的作用。     

Escalation of commitment in troubled IT projects: Influence of project risk factors and self-efficacy on the perception of risk and the commitment to a failing project

Past studies have indicated that project managers may be less likely to continue failing IT projects if they are able to perceive project risks accurately. Using the scenario of a failing IT project, a computer simulation-based experiment investigated the influence of individual self-efficacy and project risk factors on the perception of risk. Participants played the role of a project manager and managed a simulated IT project. The results suggest that project managers are likely to underestimate the risks of a project with endogenous risk factors as compared to a project with exogenous risk factors. Results of this study point to a ‘self-efficacy bias’ where project managers with higher self-efficacy may underestimate the risks of a troubled IT project as compared to project managers with lower self-efficacy. Further, risk perception mediated the influence of self-efficacy on the commitment to a failing IT project.     

Leadership competency profiles of successful project managers

This study examines the leadership competency profiles of successful project managers in different types of projects. Four hundred responses to the Leadership Development Questionnaire (LDQ) were used to profile the intellectual, managerial and emotional competences (IQ, MQ and EQ, respectively) of project managers of successful projects. Differences by project type were accounted for through categorization of projects by their application type (engineering & construction, information & telecommunication technology, organizational change), complexity, importance and contract type. Results indicate high expressions of one IQ sub-dimension (i.e. critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) in successful managers in all types of projects. Other sub-dimensions varied by project type. Comparison was made to existing profiles for goal oriented, involving and engaging leadership styles. Implications derived are the need for practitioners to be trained in the soft factors of leadership, particular for their types of projects. Theoretical implications include the need for more transactional styles in relatively simple projects and more transformational leadership styles in complex projects.     

Examining the interdependencies among emotional intelligence,trust, and performance in infrastructure projects: A multilevel study

Regardless of the calls for a distinction between individual and team levels of analysis, studies regarding the multiple-level analysis of emotional intelligence are lacking in the project management literature. This research aims to address this shortcoming by examining the relationships between emotional intelligence, trust, and performance through multilevel analysis. Data were derived from 408 participants from 89 project teams in the large scale projects through three different surveys. We used hierarchical linear modeling and we found that emotional intelligence relates positively to performance and to trust at different levels of analysis. We also found that, at the team level, trust does not mediate the relationship between emotional intelligence and project team performance. This research offers a more realistic and comprehensive picture of the management and recognition of emotional intelligence in teams and individuals concurrently and addresses the implications for project leaders of inspiring individuals and teams.     

A decision-making support system module for project manager selection according to past performance

This paper proposes a decision-making support system (DMSS) module for selecting project managers and demonstrates its implementation. The selection of a new project manager is based mainly on the past performance of potential managers, for example, on the relative performance evaluations they have received on projects managed by them in the past. Past projects are ranked in accordance with a ranking method. Project managers are ordered according to past project rank. The difference in quality between the past performance of the candidates is statistically examined using the Mann–Whitney–Wilcoxon U test. This enables the establishment of a subgroup of one or more preferred candidates, where the significance level of the statistical test has an impact on the subgroup size. The final candidate may be selected from this subgroup according to personal qualifications and suitability for the specific project. We demonstrated the use of such a DMSS module by an Israeli information technology company as part of their process to select a project manager. A ranking method within the Data Envelopment Analysis context (the Cross-Efficient method) was implemented with three inputs and four outputs selected for the project ranking.     

Does project management matter? The relationship between project management effort,complexity, and profitability

The purpose of this study is to explore the causal impact of project management effort on project profitability (i.e., profit on sales) for varying degrees of project complexity in an engineer-to-order (ETO) project setting. We use a sample of 917 projects’ status reports of a large firm that offers ETO products coupled with a control function approach to empirically investigate the causal effect of project management effort on projects’ profitability. Furthermore, we investigate the marginal impact of project management effort and its effect for different degrees of project complexity. Our results reveal a positive but diminishing impact of project management effort on project profitability. Furthermore, we find that higher project complexity jeopardizes project profitability. However, project management's marginal impact increases with increasing project complexity, ultimately leading to higher returns of more complex projects. While previous research provided correlational evidence between project management and project success, this study is, to the best of our knowledge, the first to demonstrate a causal impact of project management on profitability. The results offer unique insights into the economic benefits of project management while taking into account the complexity of the projects. The study confirms the benefits of project management efforts regarding project profitability and underlines the high relevance of project management for complex projects, thereby underlining the importance of contingency theory. It shows that firms can compensate higher ETO customization and higher project complexity through higher project management effort.