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A Moderated Mediation Model of Team Focus Transformational Leadership, Team Cohesiveness and Leader-Member Exchange for Project Success


Article Information

Title: A Moderated Mediation Model of Team Focus Transformational Leadership, Team Cohesiveness and Leader-Member Exchange for Project Success

Authors: Usman Kaleem Paracha, Muhammad Irshad, Muhammad Salman Chughtai

Journal: Journal of Innovative Research in Management Sciences (JIRMS)

HEC Recognition History
Category From To
Y 2024-10-01 2025-12-31
Y 2023-07-01 2024-09-30

Publisher: Academicians Gate for Advancement of Scholarly Research (Private) Limited.

Country: Pakistan

Year: 2022

Volume: 3

Issue: 2

Language: English

Keywords: Project successTeam-Focus Transformational LeadershipLeader-Member ExchangeTeam CohesivenessRole Theory of Leadership

Categories

Abstract

Purpose-The present study investigates the indirect impact of leader-member exchange between team-focus transformational leadership – project success relationship. Furthermore, this study also examines the moderation of team cohesiveness between team-focus transformational leadership – leader-member exchange relationship and between leader-member exchange – project success relationship.
Design/methodology/Approach-In two phases, permanent employees of construction firms (from Lahore and Faisalabad) participate in the data collection survey. Moreover, the data was evaluated through different statistical analysis techniques using SPSS and Smart-PLS statistical software.
Results-This study’s results provide support to the hypothesized relationships, i.e., the direct positive impact of team-focus transformational leadership on project success, the intervening effect of leader-member exchange between the relationship of team-focus transformational leadership and moderating role of team cohesiveness between team-focus transformational leadership – leader-member exchange relationship and between leader-member exchange – project success relationship.
Implications-The study's findings theoretically and empirically contributed to the literature on leadership, organizational behavior, and project management by highlighting the importance of leader-member exchange as an intervening mechanism and team cohesiveness as a moderator for the success of the projects, especially in the construction industry of a developing economy.   


Research Objective

To investigate the indirect impact of leader-member exchange (LMX) between team-focus transformational leadership (TFTL) and project success (PS), and to examine the moderation of team cohesiveness (TC) on these relationships.


Methodology

The study employed a quantitative approach with data collected in two phases from permanent employees of construction firms in Lahore and Faisalabad, Pakistan. A five-point Likert scale was used for measurement. Statistical analysis was performed using SPSS and Smart-PLS.

Methodology Flowchart
                        graph TD
    A[Data Collection Two Phases] --> B[Data Evaluation using SPSS and Smart-PLS];
    B --> C[Hypothesis Testing];
    C --> D[Results and Analysis];
    D --> E[Discussion and Conclusion];                    

Discussion

The findings support the hypotheses, indicating that TFTL positively influences project success, with LMX acting as a mediator. Team cohesiveness plays a crucial moderating role, enhancing the positive relationships between TFTL and PS, and LMX and PS. The study highlights the importance of LMX and TC in achieving project success, particularly within the construction industry in developing economies.


Key Findings

- TFTL has a direct positive impact on PS.
- LMX mediates the relationship between TFTL and PS.
- TC moderates the relationship between TFTL and PS, strengthening it.
- TC moderates the relationship between LMX and PS, strengthening it.
- TC moderates the indirect effect of TFTL on PS via LMX, strengthening it.


Conclusion

The study concludes that TFTL, mediated by LMX and moderated by TC, significantly contributes to project success. These findings offer theoretical and practical implications for leadership, organizational behavior, and project management, emphasizing the value of fostering strong leader-member relationships and team cohesion.


Fact Check

- Data was collected from 263 completed survey forms out of 350 distributed in the first phase, resulting in a response rate of 74.57%.
- The study utilized a 14-item scale for TFTL, an 11-item scale for LMX, a 5-item scale for TC, and a 14-item scale for PS.
- The findings indicate a direct positive influence of TFTL on PS (β = 0.151, p < 0.05), LMX on PS (β = 0.484, p < 0.001), and TC on PS (β = 0.400*, p < 0.001).


Mind Map

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