QR Code Link : Type : Thesis Subject : Business, Marketing, International Trade Main Author : Mohd Nasrul Affendy bin Kaliwon Title : Leadership Dynamics in Project Management: Unraveling the Interplay Between Leadership Styles, Team Cohesion, and Project Success in Malaysia Content Type : still image (rdacontent) Media Type : computer (rdamedia) Carrier Type : online resource (rdacarrier)

Place of Production : Kuala Lumpur Publisher : Tun Razak Graduate School Year of Publication : June 2024 Physical Description : ill, 118 pages Notes : Research Project Submitted in Partial\r\nFulfillment of the Requirements for the Degree of Master of Business Administration Universiti Tun Abdul Razak Corporate Name : UNIRAZAK Library PDF Full Text : Login required to access this item.

Abstract : UNIRAZAK Library

This research focuses on the roles of leadership styles, team cohesiveness, and project success in project management within the Malaysian context. Filling a research gap, it presents qualitative data and conceptual underpinnings that relate leadership behaviors to cohesiveness and the overall outcome of a project. The specific research objectives include describing the most frequent leadership styles in projects, analyzing the connection between leadership and team cohesiveness, evaluating the effect of cohesiveness on project outcome, constructing a theoretical framework, and offering concrete suggestions for project managers. A quantitative approach was chosen, and a structured questionnaire was administered to 146 professionals, primarily in the construction sector. Measures included transformational, transactional, and situational leadership, team cohesiveness, and project outcomes. Analysis methods included descriptive statistics, reliability and validity analysis, exploratory and confirmatory factor analysis, correlation and regression analysis, and mediation analysis. Results show a strong positive relationship between transformational leadership and team cohesiveness, defined by trust and cooperation. Transactional leadership is more effective in structured environments but less so in building strong teams. Situational leadership significantly correlates with both team cohesiveness and project success. Increased cohesiveness results from better communication and less conflict, leading to improved project outcomes. Limitations include self-reported data and convenience sampling, which may bias the results. Future research should involve larger, more diverse samples, longer time frames, and better integration of qualitative approaches. This study's findings hold theoretical and practical importance, calling for context-sensitive leadership development programs and initiatives that foster team cohesiveness for better project performance. The conceptual framework provided can support future research in leadership and project management.

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