000			03044nam a22002657a 4500
999			_c335902 _d335902
003			MY-KjKLI
005			20240502165705.0
008			240426b xxu||||| |||| 00| 0 eng d
020			_a9781543767117
040			_aMY-KjKLI _beng _cMY-KjKLI
050			_aHD62.4 _bMuh
942			_2lcc _cPBK
100	0		_aMuhammad Khalique Ahmad.
245	0	0	_aPROJECT MANAGERS’ LEADERSHIP STYLES IN INFORMATION TECHNOLOGY SECTOR OF PAKISTAN / _cMUHAMMAD KHALIQUE AHMAD, ABU BAKAR ABDUL HAMID, SAZALI ABD WAHAB.
264			_aSingapore ; Malaysia : _bPartridge, _c2021.
300			_a317 pages ; _b20 cm
336			_2text _ardacontent
337			_2unmediated _ardamedia
338			_2volume _ardacarrier
504			_aIncludes bibliographical references.
520			_aIn these competitive and turbulent times, project organisations face severe challenges. Despite the advancement of project management tools and techniques, the rate of project failure exceeds that of success. Regardless of calls for further empirical studies on the role of project leadership, researchers struggle to find the best leadership styles for project success. New digital transformation phenomena have forced organisations to offer more autonomy and decision-making authority to those at lower hierarchical levels. In this scenario, top management support plays a facilitator role. To the best of the researcher's knowledge, no past studies have examined these critical project success factors simultaneously in a project environment. Embedded in the theories of contingency, goal-setting, and social cognition, this study raised the hypothesis that project managers’ leadership styles impact project success via the mediation of goal clarity, empowerment, and self-leadership as well as the moderation of top management support. Data was collected by administering a cross-sectional survey to 289 project organisations in the IT sector. The results demonstrated that project managers' transactional leadership style does not impact project success because goal clarity has an insignificant association with project success. However, the transformational leadership style showed a positive impact on project success because empowerment significantly and positively relates to project success. The project manager's empowering leadership style was also found to positively influence project success through followers’ self-leadership. Additionally, top management support revealed a significant moderating role by strengthening the relationship between empowerment and project success. This study successfully fills theoretical gaps by introducing a novel moderated mediation model. The findings also offer useful insights to practitioners by revealing that project managers’ transformational leadership and empowering leadership are needed to enhance and encourage employee empowerment and self-leadership, and ultimately secure project success.
650	1		_aProject management _xLeadership
700	0		_aAbu Bakar Abdul Hamid.
700	0		_aSazali Abd Wahab.