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。     

项目经理的情绪智力对项目绩效的影响：文献综述与展望

采用文献综述方法,首先,讨论了学术界对人类情绪智力的概念及其测量维度的定义;其次,重点综述了项目经理的情绪智力对团队管理、领导行为和项目绩效影响方面研究的进展情况.尽管项目经理的情绪智力对项目绩效有重要影响已经成为学术界的共识,但是由于受到社会政治、文化与市场经济环境等多方面因素的作用,使得项目经理的情绪智力与项目绩效之间关系的实证研究还很不充分,特别是基于中国情景的研究存在明显不足.     

辱虐管理对员工任务绩效的影响——以工作投入为中介

企业生存和发展的根本是员工任务绩效,而企业领导风格对员工的行为有着不可忽视的影响。在我国的文化背景下,企业管理者对员工的辱虐管理并不罕见。基于此,本研究重点关注负面的领导行为——辱虐管理对员工任务绩效的影响,并引入工作投入阐述辱虐管理对工作绩效的负面影响机制,为企业提供正确管理方针,并提高管理效能具有重要的实践价值。     

企业领导风格文献综述

关于企业领导的研究已有丰富成果。目前关于领导的研究,大多数集中在领导的定义、内涵,不同情境下领导对组织任务、绩效,以及有效的企业领导行为等方面。领导从不同的视角有不同的含义。关于领导风格,涉及了个性、作风、行为、影响力、角色和关系等。不同的领导风格对团队和组织具有不同的影响效果。领导风格和优秀的领导者的特征可以影响团队合作和提高企业绩效。本文对领导风格、领导定义以及不同的领导风格对团队工作和企业绩效文献进行梳理及解析,以期丰富领导理论和综合。     

共享型领导对员工创新行为影响的文献综述

员工的创新行为是一个组织发展的关键因素。对组织员工来说,组织中领导者风格对行为产生的影响是十分巨大的,激发员工创新行为已成为当代领导力的重要内容。共享领导这一概念被提出后,其与创新行为的影响关系一直被众多学者关注。本文作者基于国内背景,选取员工创新行为为研究对象,在前人论述基础上梳理共享型领导者与员工创新行为间的关系,为进一步验证共享型领导风格对员工创新行为的影响效果做理论支持。     

心理安全感对员工工作绩效的影响——基于组织支持感的调节作用

员工心理安全感指员工在工作情境中的一种内在自我感知,但也会影响到个人的外显行为。较高的心理安全感水平可促使员工更乐于积极合作并创造性地解决问题,提高员工敬业程度与承诺水平等。员工心理安全感水平会直接或间接反映到个体工作绩效上,进而影响组织整体绩效。文章基于任务绩效、周边绩效两个维度,引入组织支持感这一中介变量,对工作场所中员工个体心理安全感对工作绩效的影响进行研究发现,员工心理安全感对任务绩效、周边绩效具有显著的正向预测作用,且对周边绩效的影响大于对任务绩效的影响;组织支持感在两者间起部分中介作用,即心理安全感通过影响组织支持感而对任务绩效、周边绩效产生作用。     

项目经理的乐观主义

在过去12个月里我讨论了项目经理的领导力及他们对项目成功的影响.上期我考察了项目经理面对的压力及其应对机制.通常人们认为项目工作和项目经理的角色是处于压力之下的.目前我正在做关于项目导向型组织中人力资源管理的研究,其中调查的一个问题就是项目导向型组织中员工的幸福状况.     

工程项目团队内部知识转移的动态演化分析

个体间知识转移是提升项目绩效的重要途径,目前知识转移的研究多集中在静态层面,而知识转移会随团队发展阶段的不同而变化,因此研究工程项目团队内部个体知识转移的演化过程具有重要意义。以知识转移过程为焦点,探讨不同知识主体在各知识转移过程中的行为特征,将知识转移过程模型置于工程项目团队情境下,分别探讨知识转移在形成期、动荡期、成熟期和解散期的形成和破坏机制,构建知识转移在工程项目团队发展各阶段的演化过程模型,据此提出项目经理领导力是推进工程项目团队内部知识转移的关键因素,并阐述各阶段项目经理领导能力和领导行为的适用性和有效性。     

建筑工程项目经理胜任力模型研究

通过分析现有项目管理体系和能力基准,表明建筑工程项目经理胜任力研究的必要性。随机选取访谈对象进行行为事件访谈,考察建筑工程领域项目经理的关键行为特征;然后通过调查问卷对访谈提出的胜任特征验证;最后编制胜任特征关键词表,构建胜任力模型。以期为建筑工程项目经理资格标准的设定、项目经理的绩效评估等提供参考依据。     

销售企业绩效体系优化建设刍议

绩效体系指企业在既定的战略目标下,运用特定的标准和指标,对员工的工作行为及取得的工作业绩进行评估,运用评估的结果对员工将来的工作行为和工作业绩产生正面引导的过程和方法。绩效(考核)体系本质上是一种过程管理。它是将中长期的目标分解成年度、季度、月度指标,不断督促员工实现、完成的过程,有效的绩效考核能帮助企业达成目标。销售企业的绩效体系要适应市场经济,有效的绩效体系激励员工发挥工作积极性,为企业创造经济利益。从目前大多数企业的绩效体系来看,还存在着许多有待优化的部分。     

A power‐based leadership approach to project management

The concept of leadership relates to power structuring whereby the project leader may lead and motivate through power disposition. Power, in its diverse guises, combines interpersonal and structural elements and can be enhanced through political manoeuvring. Power may also be distributed unevenly between individuals in the project team. In this article a power‐based model of project leadership is developed, underpinned by a behaviour‐performance‐outcome approach and an appropriate methodology is developed for testing the construction enterprises in China using structural equations modelling. The fitness indices show that the resulting model which postulates that the motivational function of good leadership operates through managing power gaps by means of power‐sharing and power‐amassing is acceptable. The effects (both predominant magnitudes and statistical significance) from the project managers' referent power to power‐sharing and power‐amassing show that the project manager's inherent personal traits and credentials are critical to his/her power exercising so as to motivate members to secure management effectiveness.     

基于关系治理的建设项目绩效研究

关系治理能够有效促进建设项目绩效提升,但既有研究缺乏对组织间关系治理与项目绩效机制边界条件的探讨.在建设项目背景下,以知识共享为中介变量,项目经理领导力作为调节变量引入关系治理机制,利用文献综述做出研究假设的基础之上构建具有调节机制的中介模型.实证研究发现:关系治理正向影响建设项目绩效;知识共享在关系治理对建设项目绩效...     

Leadership for future construction industry: Agenda for authentic leadership

Research in the construction industry is beginning to pay more attention to project leadership. Current perception of construction project leaders is largely built around power, authority, and task-orientation. This is due to the traditional focus of the construction industry on technical and managerial features of construction projects. However, greater challenges of modern times and increasingly different business environment necessitate a renewed vision for leadership research and call for a change in traditional perception and mindset about leadership in the construction industry. Globalization and fast changing nature of construction have necessitated a need for project managers to have and apply different leadership behaviors, competencies and styles. To highlight the need for a new breed of construction project leaders, this paper discusses the recent construct of “authentic leadership” in the context of construction projects. Authentic project leaders possess positive values, lead from the heart, set highest levels of ethics and morality, and go beyond their personal interests for well-being of their followers. They capitalize on the environment of trust and are able to motivate people and accomplish challenging tasks. Authentic leadership possesses high potential for development as well as veritable performance of construction project leaders. Proposal made in this paper highlights benefits of authentic leadership development in construction professionals and discusses the relevant practical and research implications. An agenda for research on authentic leadership in the construction industry is also discussed in detail.     

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.     

A theory framework for balancing vertical and horizontal leadership in projects

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.     

Identification and evaluation of the key social competencies for Chinese construction project managers

It is well understood that an individual's competency has a significant effect on his/her performance. While the more traditional “hard” technical skills of project managers have drawn much attention, little light has been shed on the “soft” skills, especially social competencies in the construction context. This study has adopted a well-established competency model from human resource management theories as a basis for the theoretical framework to examine the social competencies of construction project managers. This led to the development of a model via the use of a structural equation modelling approach. Four dimensions of social competencies for construction project managers were identified, i.e. working with others, stakeholder management, leading others, and social awareness. Attention to these attributes will help construction project managers to develop their social competencies, and could contribute towards a better performance in their workplace which will in turn improve the performance of the whole organisation. Implications of adopting this approach were also discussed.     

Authentic leadership for 21st century project delivery

Project leadership has to adapt to meet changing needs of this 21st century if it is to remain relevant. The 21st century world has changed from that of the previous century with the global financial crisis (GFC) marking a point of inflection in this change. At the same time generational change and particularly in Australia, a move to project alliance contracting, combine to require a re-examination of project leadership. Results of a pilot study and preliminary results of research into characteristics required for successful alliance project leadership are presented.Characteristics identified by this research relate closely to those of authentic leadership. A capability maturity model (CMM) to track the development of authentic leadership attributes in project leaders is proposed. Research by others in a range of project based environments would further test the usefulness of this CMM for project managers and leaders.     

变革型领导力作用下组织精益文化对精益建造绩效的影响

精益建造思想已经受到国内外专家学者和从业者的普遍关注,但是目前精益建造的推行效果仍不及预期。为了寻求改善精益建造绩效的有效途径,在理论分析基础上构建变革型领导力作用下组织精益文化对精益建造绩效的作用机理模型,并采用偏最小二乘结构方程模型（PLS-SEM）对问卷调查取得的数据进行分析。研究发现精益文化中的价值导向和持续改进对精益建造绩效有显著的积极影响,而且变革型领导力在持续改进和精益建造绩效之间的关系中起到部分中介作用,而精益愿景则需要通过变革型领导力的完全中介作用来影响精益绩效。由此研究结果可以看出,建筑企业在推行精益建造思想时应加强精益文化建设,并通过领导者推动精益愿景和持续改进型文化向项目层面渗透,最终改善精益建造绩效。     

Learning approaches for housing,service and infrastructure project organizations

Capturing and sharing experiences that may be applicable in several projects is generally recognized as a way of enhancing the performance of construction projects. Several studies have reported difficulties in applying learning approaches that could be applicable for a wide range of projects. The learning behaviour in three types of construction project: housing, service and infrastructure, is examined by the means of a questionnaire study including 51 construction projects and more than 800 responses from clients, designers, contractors’ managers, contractors’ workers and subcontractors. The effects of leadership, openness and influence are considered. Based on a factor analysis, three approaches to learning were identified: organizing for learning, experimenting and networking. While housing project organizations do not demonstrate any specific preferences, service project organizations show a focus on networking and infrastructure project organizations show the highest interest in experimenting. On the basis of these results it can be concluded that learning approaches are dependent on the type of project. Thus adopting different learning approaches for different types of construction project seems to be a more relevant strategy than implementing a ‘one size fits all’ learning approach for all construction project organizations.