Download Full PDF
Read Complete Article
DOI: 10.18483/ijSci.2479
~ 57
` 135
a 16-21
Volume 10 - Jun 2021
Abstract
Adequate leadership is a vital key to the successful performance of any firm or business, and it is much more important to the construction industry. The main objective of this paper is to explore the relationship between different leadership style practices and project success in the Zambian construction industry. The data used in this research were derived from both primary and secondary sources. The secondary data was collected via a detailed review of related literature. The primary data was collected through a structured questionnaire aimed at 150 project and construction managers in the Zambian construction industry. However, 110 questionnaires were received representing a 73% response rate. Data from the questionnaire were analyzed using SPSS 21.0 software. Correlation analysis was used to determine the relationship between leadership styles and project success. Likewise, the relationship between the different leadership styles and project successes in the Zambian construction industry was investigated using Pearson Product-moment Correlation Coefficient. Findings from the study revealed that there is a positive relationship between transactional leadership and project success. The results further revealed that there is no relationship between Laissez faire leadership style and construction project success. However, the study explores the relationship between leadership styles and project success in the Zambian construction industry. The study contributes to the body of knowledge of construction leadership by providing a robust background on construction leadership style practices of project and construction managers.
Keywords
Construction, Leadership Styles, Project Success, Relationship
References
- Ogunlana, S., 2011. Factors and procedures n large construction projects n Vietnam, Engineering, Construction and Architectural Management, Vol. 11 No.6.
- Muller, R., and Turner. R., 2007. Matching the project manager’s leadership style to project type, nternational Journal of Project Management, Vol. 25, No. 1, pp. 21–32.
- Hillebrandt, P. M., 2000. Economic Theory and the Construction ndustry. 3rd Edition, Basingstoke: Macmillan.
- Toor, S. R., and Ofori. G. (2008) ‘Leadership for future construction ndustry: Agenda for authentic leadership’, nternational Journal of Project Management, 26. (6.), pp. 620–630.
- Bass, M., & Avolio, J., 2004. Improving organizational effectiveness though transformational leadership, California: Thousand Oaks.
- Arendse, J., 2013. Project management competency factors in the built environment. Masters Dissertation. Available from: https://ujdigispace.uj.ac.za/bitstream/handle/10210/8588/Arendse,%20Jerome%20R%202013%20Masters.pdf?sequence=1 (Accessed on 16/03/2014).
- iJarad, G. H., 2012. ‘The construction manager leading characteristics for the success of construction projects in the Gaza Strip’ Master’s Thesis, The Islamic university of Gaza
- Price, J. J., 2009. The Conception and Operationalization of leadership in construction companies, Masters Degrees Thesis, UNISA.
- Ogunlana, S., 2008. Performance and leadership outcome correlates of leadership styles and subordinate commitment' Engineering Construction and Architectural Management, Vol 15, no. 2, pp. 7-99
- Munns A. K., & Bjeirmi B.F., 1996. The role of project management in achieving project success’.
- Northouse, P. G., 2000. Leadership theory and practice. 2nd ed. Thousand Oaks: Sage
- Bartol, K., Tein, M. Mathew, G. & Martin, D., 2003. Management: A Pacific Rim Focus enhanced edn. Sydney: McGraw-Hill.
- Boonyachai, Y., 2011. An investigation of the leadership styles of middle managers in the Thai hotel industry using the MLQ (5X-Short Form) and Hofstede’s Cultural Dimensions, DBA thesis, Southern Cross University, Lismore, NSW.
- Evans, V. S., & Evans A. L., 2002. Leadership workshop, Education journal, 123. (1.).
- Turner, R. K. and Pearce, D. W. (2011) ‘Sustainable economic development: economic and ethical principles. In Barbier, E. (ed), Economics and Ecology: New Frontiers and Sustainable Development. London: Chapman & Hall.
- Zhang, Z., 2009. Beyond genetic explanations for leadership: The moderating role of the social environment. Available from. Journal homepage: www.elsevier.com/locate/obhdp. Organizational Behavior and Human Decision Processes 110 (2009) 118–128
- Burns, N. & Grooves, K. G., 1993. The practice of Nursing Research Conduct, Critique and Utilization. Second Edition, Philadelphia: WB Saunders Company.
- Polit, D & Hungler, B. P., 1993. Essentials of nursing research. Methods, appraisal and utilization. 3rd edition. Philadelphia: Lippincott.
- Pallant, J., 2005. SPSS survival manual: A step by step guide to data analysis using SPSS, 2nd edition, ALLEN UNWIN
- McBurney, D. H. & White, T. L., 2007. Research Methods. 7th ed. Belmount, California: Thomson Wadsworth
- Moser, C.A. and Kalton, G. (1971). Survey methods in social investigation. Heinemann Educational: UK.
- Cronbach, L., 1951. Coefficient alpha and the internal structure of tests’. University of Illinois, Psychometrika.
- George, O., & Shamas, R., 2012. Leadership and Construction Industry Development in Developing Countries’, Journal of Construction in Developing Countries, 1(2)
Cite this Article:
International Journal of Sciences is Open Access Journal.
This article is licensed under a Creative Commons Attribution 4.0 International (CC BY 4.0) License.
Author(s) retain the copyrights of this article, though, publication rights are with Alkhaer Publications.