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Journal of Empirical Studies

March 2015, Volume 2, 1, pp 17-33

Moderating Effects of Project Management Experience, Project Team Size, Project Duration and Project Value Size on the Relationship between Project Manager’s Leadership Roles and Project Team Effectiveness in Malaysia

Han-Ping Fung

Han-Ping Fung 1

  1. Technology Services Consulting Hewlett-Packard, Malaysia 1

on Google Scholar
on PubMed

Pages: 17-33

DOI: 10.18488/journal.66/2015.2.1/

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Many organizations are using project teams to achieve their organizational goals because they believe the importance and benefits of project teams.  Project managers are advised to learn and demonstrate the leadership roles as proposed by Quinn (1988) because these roles can improve the project team effectiveness.  Moreover, it is important to select an experienced project manager leading an effective team at the same time negotiating for ample time to execute the project.  The current study developed a research model underpinned on models related to Quinn (1988) leadership roles and Hoevemeyer (1993) five criteria of project team effectiveness as well as four demographic moderators i.e. project management experience, project team size, project duration and project value size.  Based on a sample of 201 project managers, this empirical study had confirmed that a project manager’s leadership roles are positively influencing project team effectiveness.  At the same time, only project management experience and project duration are positively moderating the relationship between leadership roles and project team effectiveness.
Contribution/ Originality
This study contributes to the existing literature of project management in Malaysia whereby longer the project duration as well as the more experience a project manager is, the relationship between his or her leadership roles and project team effectiveness will grow stronger.



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