scholarly journals Capitalising teamwork for enhancing project delivery and management in construction: empirical study in Malaysia

2020 ◽  
Vol 27 (7) ◽  
pp. 1479-1503 ◽  
Author(s):  
Jeffrey Boon Hui Yap ◽  
Wen Jie Leong ◽  
Martin Skitmore
Keyword(s):  
Team Effectiveness ◽  
Team Building ◽  
Team Leadership ◽  
Project Performance ◽  
Working Environment ◽  
Project Delivery ◽  
Management Support ◽  
Content Type ◽  
Goals And Objectives ◽  
Wallis Anova

PurposeTeamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the likelihood of successful project delivery. Recognising the factors influencing team dynamics is important for enhanced team performance.Design/methodology/approachBased on a detailed literature review, a survey questionnaire containing 10 aspects and 25 attributes of teamwork relevant to construction is used to collect feedback from Malaysian construction practitioners from client, consultant and contractor organisations to prioritise these hypothesised variables. The data are then subjected to reliability analysis, descriptive statistics (means, standard deviations, and frequencies), a one-sample t-test, the Kruskal–Wallis ANOVA and exploratory factor analysis.FindingsThe significance of these aspects and attributes is then presented. The three most crucial aspects are “project performance”, “decision-making capability” and “problem-solving ability”. The most influential attributes are “effective communication between project team members”, “efficient team leadership”, “well-defined team responsibilities and roles”, “clear team goals and objectives” and “good collaboration between all project leaders”. The Kruskal–Wallis ANOVA reveals five attributes having statistically significant differences with respect to company size, namely “clear team goals and objectives”, “commitment to the project”, “adequate resources”, “team or task processes” and “creativity and innovation”. Six underlying dimensions are found, comprising (1) participative engagement and task commitment; (2) team responsibility structure and accountability; (3) culture of trust and respect; (4) leader's skills and abilities; (5) top management support; and (6) synergic working environment.Practical implicationsThe identification of these dimensions for team effectiveness provides rigorous basis for formulating useful team-building strategies for integrating a collaborative environment among project stakeholders and consequently improving project performance.Originality/valueThis paper bridges the identified knowledge gap concerning the dimensionality of teamwork attributes in construction-based setting and adds to existing knowledge of how team effectiveness can be leveraged to improve project performance in the construction management literature.

Assessment of performance of teamwork in construction projects delivery in South-Southern Nigeria

2019 ◽  
Vol 18 (1) ◽  
pp. 230-250 ◽  
Author(s):  
Emmanuel Tayo Adu ◽  
Akintayo Opawole
Keyword(s):  
Construction Projects ◽  
Team Building ◽  
Construction Project ◽  
Project Performance ◽  
Rank Test ◽  
Management Support ◽  
Item Score ◽  
Content Type ◽  
Team Members ◽  
Implementation Stages

Purpose Effort towards improving project performance has necessitated the need for effective teamwork among the stakeholders in the construction industry. The purpose of this paper is to identify the major attributes of effective teamwork and the challenges encountered by the team during construction with a view to improving performance of projects. Design/methodology/approach Data for the study were obtained through 420 structured questionnaires, which were administered to a sample of project participants including clients’, contractors’ and consultants’ organizations’ representatives in South-Southern region of Nigeria. Data collected were analyzed using percentage, mean item score and Kruskal–Wallis rank test. Findings The findings revealed leadership skills, top management support and interpersonal dynamics of the team among the critical attributes for effective teamwork. The prevailing challenges of effective teamwork were identified as essentially; poor leadership, poor rapport among team members and lack of effective communication. Practical implications The study ultimately provides implication for effective team building among clients’, consultants’ and contractors’ organizations towards efficient delivery of construction projects. Moreover, the stakeholders in the industry would find the results of this research useful in managing human and non-human components of construction projects through the understanding of the attributes and challenges of teamwork with ultimate aim of achieving effective project performance. Originality/value The findings reveal that all the key stakeholders’ organizations; clients, consultants and contractors’ organizations exhibit similar perceptions of the attributes and challenges confronting teamwork in construction project delivery. The empirical evidence provided on the attributes and challenges would therefore offer robust information in building effective project team by stakeholders during the planning and implementation stages, which is a right step towards enhancing construction project performance.

Making of a team: role of it’s leader. Shane Warne’s Rajasthan Royals

2015 ◽  
Vol 47 (7) ◽  
pp. 394-401 ◽  
Author(s):  
Shubhra Hajela
Keyword(s):  
Team Effectiveness ◽  
Team Building ◽  
Team Leadership ◽  
Team Formation ◽  
Multiple Perspectives ◽  
Content Type ◽  
Secondary Sources ◽  
Insight Into

Purpose – The purpose of this paper is to examine a team sport and draw implications for organizational functioning. The case focuses on Rajasthan Royals which is a cricket team of the Indian Premier League. By using the sports context the case encourages critical thought on concepts like team formation, team leadership, team effectiveness and managing diversity in team. Design/methodology/approach – The case study contains a descriptive account of building of a team and how leadership in team aided the process. The account is based on secondary sources of data reflecting multiple perspectives of the coach, players, and critics along with the reflective account of the leader. Findings – The concept of “shared leadership”, various roles of a leader, importance of productive team culture, motivation, coaching, handling diversity and team effectiveness have been illustrated. Research limitations/implications – The issues dealt in the case are similar to what the competing teams in organisations face today. The case helps draw insight into team formation and the role of a leader in forming a strong team. Practical implications – The case is designed to represent the challenges one can meet while building a team and in playing the role of a team leader. Through this case the perspective of “leadership as a process” is presented as against the oft accepted understanding of “leadership as a person”. It also posits strategies that can be adopted to inculcate team identity, team commitment and lays the foundation of a productive work culture where teams can flourish. In doing so it gives an opportunity to critically understand and apply these concepts within an organisational scenario. Social implications – It gives an example of a passionate leader who built a winning team and also empowered the individual team members. Originality/value – The case study draws its strength from a sport and provides insight into the team building issues pertinent in organisations today. The case can be used in the classroom (to discuss topics like team building and leadership) as well as in training managers.

A hybrid approach for investigating impacts of leadership dynamics on project performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lan Luo ◽  
Limao Zhang ◽  
Xian Zheng ◽  
Guangdong Wu
Keyword(s):  
Structural Equation ◽  
Construction Projects ◽  
Team Building ◽  
Hybrid Approach ◽  
Project Performance ◽  
The State ◽  
Organizational Strategy ◽  
Content Type ◽  
Complex Construction ◽  
Over Time

PurposeThis paper proposes a novel hybrid simulation approach that incorporates the structural equation model (SEM) and system dynamics (SD) to investigate the impacts of leadership dynamics on project performance under different scenarios.Design/methodology/approachSEM is used to identify and validate a correlation between leadership variables and project performance statically. On this basis, the SD model is constructed to depict a system model connecting the leadership and project performance. Different scenarios are simulated to dynamically model the variation in leadership on the evolution of project performance.FindingsResults indicate that (1) leadership can be divided into personal ability, relationship atmosphere and organizational strategy in complex construction projects; (2) personal ability, relationship atmosphere and organizational strategy positively correlate with project performance over time; and (3) L1 (stress management ability), L7 (team building) and L17 (institution support) are the leading factors influencing project performance and should be paid more attention under limited resources.Originality/valueThis research contributes to (1) the state of the knowledge by proposing a hybrid methodology that can systematically model the impacts of leadership dynamics on project performance over time and (2) the state of the practice by gaining a better understanding of the strategy of resource distribution for enhancing project performance in complex construction projects.

scholarly journals Leadership in interprofessional health and social care teams: a literature review

2018 ◽  
Vol 31 (4) ◽  
pp. 452-467 ◽  
Author(s):  
Tony Smith ◽  
Sally Fowler-Davis ◽  
Susan Nancarrow ◽  
Steven Mark Brian Ariss ◽  
Pam Enderby
Keyword(s):  
Effective Leadership ◽  
Social Care ◽  
Team Building ◽  
Team Leadership ◽  
Research Literature ◽  
Goal Alignment ◽  
Content Type ◽  
Health And Social Care ◽  
Personal Qualities ◽  
Creativity And Innovation

Purpose The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams. Design/methodology/approach A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams. Findings Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership. Originality/value This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.

Factors influencing committee effectiveness in public higher education institutions: evidence from Ghana

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Okofo - Darteh ◽  
Emmanuel Asamoah
Keyword(s):  
Higher Education ◽  
Team Effectiveness ◽  
Public Universities ◽  
Practical Knowledge ◽  
Higher Education Institutions ◽  
Team Building ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Public Higher Education ◽  
Content Type

PurposeWith the spate of growth in public and private institutions, higher education systems are also getting more complex, so the task of managing and monitoring the sector is becoming more specialized and demanding. Public higher education institutions (HEIs) operate through committees, and the effectiveness of the committees will determine whether the institutions will achieve their vision and mission. This study aims to identify the critical factors that contribute to committee effectiveness in HEIs in Ghana as well as the factors that constrain committee effectiveness in HEIs in Ghana. The present study sought to measure the contribution of trust, communication, roles, goals, relationships and mutual respect to committee effectiveness in HEIs.Design/methodology/approachIn total, 805 respondents were sampled from ten public universities in Ghana. All the respondents are part of statutory committees in their institutions. Team effectiveness survey by Azmy with Kwofie et al.’s survey for measuring effectiveness in teams was used for data collection and was analyzed using multiple linear regression analysis.FindingsThe study found that mutual trust and effective communication significantly contribute to committee effectiveness in HEIs. It also exposed that committee roles, committee goals, committee relationship and committee leadership constrained committee effectiveness in HEIs.Research limitations/implicationsThis research is limited by the fact that only six team effectiveness factors were considered for the study when many others could have been considered. It also does not measure probable moderators or mediators that might have had some effect on the influence of the factors under consideration on committee effectiveness.Practical implicationsThis study will help managers of public universities to strengthen the factors considered in the committee to build solid, creative and productive committees and universities through team-building seminars and training workshops. It provides practical knowledge of factors that promote and those that hinder team effectiveness so that appropriate preventive measures can be taken to ensure team effectiveness in all committees.Originality/valueThe study departs from research in the private sector corporate entities into a unique area of HEI governance. It should be of great value to the higher education governance discourse in Ghana and Africa.

The impact of emergent virtual leadership competencies on team effectiveness

2014 ◽  
Vol 35 (2) ◽  
pp. 106-120 ◽  
Author(s):  
Paul Ziek ◽  
Stacy Smulowitz
Keyword(s):  
Virtual Teams ◽  
Global Economy ◽  
Team Effectiveness ◽  
Team Leadership ◽  
Virtual Team ◽  
Leadership Competencies ◽  
Team Leaders ◽  
Content Type ◽  
Virtual Team Leadership ◽  
The Impact

Purpose – The research on virtual team leadership does well to describe the skills that are needed to guide and direct effective teams. However, what is presupposed in the previous research is that virtual teams have assigned leaders. That is, leaders were either management, appointed by management or were chosen by the team itself. Yet in today's global economy not all virtual teams have assigned leaders, instead many virtual team leaders emerge on their own to direct the group's actions. The purpose of this paper is to examine which emergent leadership competencies most impact virtual team effectiveness. Design/methodology/approach – This is a mixed method study where both a participant survey and content analysis of actual participant messages are used to determine the competencies of emergent virtual team leaders. The research participants for the current study were required to work in assigned teams on organizational case analyses. At the end of each case, teams presented their solutions in the form of final recommendations designed to fix the problem present in the case. Findings – Results indicate that not only do leaders emerge in virtual teams, but in most cases multiple leaders emerge. Results also show that the model that best describes team effectiveness includes the competencies of asking questions, cognitive and creative ability and vision setting. Originality/value – The contribution of the current study is that it extends the research on emergent virtual team leadership by introducing the idea that this type of leadership is often a collective action among individuals. It also advances a model of emergent virtual team leadership as a practice of communication. The better emergent virtual team leaders are at communicating to team members the more effective the team will be in completing tasks and projects, which in turn can lead to a more effectively functioning business unit.

scholarly journals Influence of Critical Success Factors over the Performance of Infrastructure Projects in Qatar

2021 ◽  
Author(s):  
Maryam Hussain Abal-Seqan ◽  
Shaligram Pokharel ◽  
Khalid Kamal Naji
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Stakeholder Management ◽  
Project Performance ◽  
Project Delivery ◽  
Management Support ◽  
Design Development ◽  
Top Management Support ◽  
Critical Success ◽  
Project Success Criteria

This thesis focuses on developing an understanding of factors that can help in increasing the project performance in Qatar and elsewhere. The understanding leads to focus on factors in the design, development and operation of the project. This research identifies 23 critical success factors in four different groups: top management support, project manager’s skills, project team’s skills, and stakeholder management knowledge. The work also identifies four main project success criteria: project delivery on time, within the budget, with the expected quality, and meeting stakeholder's satisfaction.

Linking humble leadership and project success: the moderating role of top management support with mediation of team-building

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mudassar Ali ◽  
Zhang Li ◽  
Salim Khan ◽  
Syed Jamal Shah ◽  
Rizwan Ullah
Keyword(s):  
Structural Equation ◽  
Project Success ◽  
Team Building ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Impact ◽  
Humble Leadership

PurposeThis paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.Design/methodology/approachData were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.FindingsThe results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.Originality/valueDrawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

Analysis of causes and impact of variation order on educational building projects

2016 ◽  
Vol 14 (2) ◽  
pp. 139-164 ◽  
Author(s):  
Luqman Oyekunle Oyewobi ◽  
Richard Jimoh ◽  
Bashir Olanrewaju Ganiyu ◽  
Abdullateef Adewale Shittu
Keyword(s):  
Average Cost ◽  
Project Performance ◽  
Project Delivery ◽  
Construction Process ◽  
Building Projects ◽  
Content Type ◽  
Time Performance ◽  
Significant Difference ◽  
The Cost ◽  
The Impact

Purpose Construction process is complex and traditionally fragmented; thus, it is almost impossible to have a project completed without changes to the original plan or the construction process. The purpose of this study is to identify and examine the causes of variation orders, ascertain their effects and establish the cost and time performance implication as a result of variation orders. Design/methodology/approach This study obtained information from 90 construction stakeholders on 30 completed educational building projects to ascertain the causes and effects of variation orders on project delivery using questionnaire survey. In addition to this, a pro forma document was designed to obtain the project characteristics, cost and time data from these 30 completed educational building projects. Factor analysis was used to categorise the causes of variation orders, while severity index was used to examine their effects on project delivery. The hypothesised statement was tested using paired t-statistics to examine whether a statistically significant difference existed between variation orders, cost and time performance of the projects. Findings The study identified 13 main factors as causes of variation orders and the results revealed that the most frequent effects of variations were increase in construction costs, time, client dissatisfaction, increase construction project rework and demolition and project abandonment. The results also showed that variation orders had significant effects on both cost and scheduled performance of the educational building projects with average cost and time escalation of 33.95 and 29.45 per cent of the original project cost and time, respectively, for the entire projects studied, while average cost implication of variation orders is 23.79 per cent. Practical implications The findings in this study will be of assistance to government agencies and management of public works in higher institutions of learning in managing variations in construction projects. The study will also add to the current literature on the impact of variation orders on educational building projects in developing countries. Finally, it will create the much-needed awareness on the severity and implication of change or variation orders on project delivery. Originality/value The study identified and examined the causes of variation orders, ascertained their effects and established the cost and time effects of the causes of variation order on project performance. This will assist project initiators, contractors, consultants and other stakeholders to fully appreciate and understand the significant effects of variation orders on project performance.

Moderated effect of value co-creation on project performance

2018 ◽  
Vol 11 (4) ◽  
pp. 854-872 ◽  
Author(s):  
Boris Heredia Rojas ◽  
Li Liu ◽  
Duanfang Lu
Keyword(s):  
Design Methodology ◽  
Project Performance ◽  
Project Managers ◽  
Project Delivery ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Creation Process ◽  
Delivery Models ◽  
Practical Implications

Purpose Value co-creation amongst project stakeholders is often necessary for situations where the expertises or resources required are beyond a single stakeholder. Certain project delivery models (PDMs) with strong emphasis on relationships and trust are especially suited to value co-creation approach by encouraging collaborations amongst stakeholders and innovations. However, anecdotal evidence suggests that value co-creation impacts positively on particular types of projects but not on others. The purpose of this paper is to investigate the effect of value co-creation on project performance (PP) and how the effect is moderated by requirements uncertainty (RU). Design/methodology/approach Based on the data from a cross-sectional survey of 120 Chilean construction project managers, the study validated a conceptual framework on the moderated effects of value co-creation process. Findings Value co-creation process underpinned through relational engagement, collaboration and innovativeness positively impacts on PP, and project’s RU moderates this relationship. Practical implications The findings empirically show that collaborative PDMs are best suited to projects where requirements are uncertain. Identifying the most suitable delivery model for a given context can reduce the project’s risk of failure and help maximise project value. When RU is low, the co-creating value is less critical to PP; whereas, when RU is high, choosing a collaborative PDM is fundamental to superior PP. Originality/value This study provides much-needed evidence on the effects of value co-creation process on PP. Additionally, it contributes to the literature by conceptualising and validating the moderated impact on PP by RU.

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