By Topic

Relationships Between Leadership and Success in Different Types of Project Complexities

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$33 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

3 Author(s)
Ralf Müller ; School of Business, Umeå University, Umeå, Sweden ; Joana Geraldi ; J. Rodney Turner

We investigate the moderating effect of project complexity on the relationship between leadership competences of project managers and their success in projects. Building on existing studies in leadership and project management, we assess the impact of emotional (EQ), intellectual (IQ), and managerial (MQ) leadership competences on project success in different types of project complexities. A cross-sectional survey using the leadership dimensions questionnaire and project results questions yielded 119 responses, which were assessed for their type and level of complexity, measured as complexity of fact, faith, and interaction. Analysis was done through factor analysis and moderated hierarchical regression analysis. Results show that EQ and MQ are correlated with project success, but are differently moderated by complexity. The relationship between EQ and project success is moderated by complexity of faith. The relationship between MQ and project success is moderated by complexity of fact and faith. Complexity of interaction has a direct effect on project success. Analysis of variance and nonparametric tests showed the means and medians of EQ, IQ, MQ; complexities of faith, fact, and interaction do not significantly vary across different project types. This suggests using these three complexity types as a common language to research and learning across different project types.

Published in:

IEEE Transactions on Engineering Management  (Volume:59 ,  Issue: 1 )