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Status: 
| Verfasst von: | Zaman, Umer |
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| | Florez-Perez, Laura |
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| | Khwaja, Muddasar Ghani |
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| | Abbasi, Saba |
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| | Qureshi, Madeeha Gohar |
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| Titel: | Exploring the critical nexus between authoritarian leadership, project team member's silence and multi-dimensional success in a state-owned mega construction project |
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| Verlag: | Elsevier Ltd |
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| Jahr: | 2021 |
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| Inhalt: | •Authoritarianism is still a dominant style of leadership in transition economies.•The interplay between authoritarian leadership, team member's silence and success in megaprojects remain largely unknown.•In megaprojects, team member's silence has been explained by the theory of authoritarian personality, leader-member exchange and spiral of silence.•The study provides rare evidence of multi-dimensional success in state-owned megaprojects.•Team member's silence negatively mediates authoritarian leadership and multi-dimensional success in state-owned mega construction project.
State-owned mega construction projects are greatly driven by the top-down authoritarian leadership that ironically restricts two-way communication and free flow of ideas. Prominent studies have highlighted various critical success factors of project success; however, the effects of authoritarian leadership and project team member's silence have been completely overlooked, especially in mega construction projects. The present study makes a pioneering effort to address this critical research gap and investigate the effects of authoritarian leadership and project team member's silence on the multi-dimensional success (including project management success, project ownership success and project investment success) in a mega construction project. Drawing on data from 357 project professionals directly associated with the China Pakistan Economic Corridor (CPEC) and covariance based structural equation modeling (CB-SEM) with Mplus, the findings provide new empirical evidence that authoritarian leadership has a significant negative influence on the multi-dimensional success in the CPEC mega construction project. The findings also establish that project team member's silence negatively mediates the relationship between authoritarian leadership and the multi-dimensional mega construction project success. The study implications offer new strategic insights for managing mega construction projects, especially in transition economies that still have deep roots of authoritarian cultures. |
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| ISSN: | 0263-7863 |
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| Titel Quelle: | International journal of project management |
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| Jahr Quelle: | 2021 |
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| Band/Heft Quelle: | 39, 8, S. 873-886 |
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| DOI: | doi:10.1016/j.ijproman.2021.10.007 |
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| URL: | http://www.ub.uni-heidelberg.de/cgi-bin/edok?dok=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fdx.doi.org%2F10.1016%2Fj.ijproman.2021.10.007 |
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| | DOI: https://doi.org/10.1016/j.ijproman.2021.10.007 |
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| Sprache: | English |
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| Sach-SW: | Authoritarian leadership |
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| | Leader-member exchange theory |
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| | Mega construction project |
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| | Multi-dimensional project success |
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| | Project team member's silence |
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| | Spiral of silence theory |
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| Verknüpfungen: | → Sammelwerk |
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