Exploring the both-and success paradox in mega construction projects: multi-dimensional assessments of paradoxical leadership, project agility and megaproject success

IF 3.6 2区工程技术 Q1 ENGINEERING, CIVIL Engineering, Construction and Architectural Management Pub Date : 2024-03-14 DOI:10.1108/ecam-12-2022-1165

Umer Zaman, Laura Florez-Perez, Saba Abbasi, Muhammad Shahid Nawaz

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Abstract

Purpose

Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).

Design/methodology/approach

Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (N = 209), we performed covariance-based structural equation modeling to test the conceptual model.

Findings

The findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.

Originality/value

This study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.

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探索特大型建筑项目中的 "两全其美 "悖论：对悖论型领导力、项目敏捷性和特大型项目成功的多维评估

目的组织中充满了矛盾和领导困境。管理者经常面临这样的挑战：在两个相互矛盾的选项中做出选择，很难判断哪一个更重要。当今的管理者可以采用矛盾领导法来管理矛盾动态。我们建立了一个理论模型，以研究矛盾型领导对多维度项目敏捷性（主动性、适应性和应变能力）和多维度项目成功（管理、投资和所有权成功）的影响。设计/方法/途径我们利用中巴经济走廊（CPEC）大型项目的调查数据（N = 209），建立了基于协方差的结构方程模型，以检验概念模型。研究结果研究结果表明：（1）矛盾型领导对特大项目的成功具有显著的正向影响；（2）矛盾型领导对项目敏捷性具有显著的正向影响；（3）项目敏捷性对特大项目的成功具有显著的正向影响；（4）项目敏捷性对矛盾型领导与特大项目成功之间的联系具有显著的中介作用。本研究从理论和实践两方面对矛盾型领导力进行了解读，为超大型项目提供了新的视角。它不仅阐明了矛盾型领导力与超大型项目成功之间的关系，还确定了项目敏捷性的中介作用，而项目敏捷性可在调动超大型项目成功方面发挥有效作用。

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来源期刊

Engineering, Construction and Architectural Management Business, Management and Accounting-General Business,Management and Accounting

CiteScore

8.10

自引率

19.50%

发文量

226

期刊介绍： ECAM publishes original peer-reviewed research papers, case studies, technical notes, book reviews, features, discussions and other contemporary articles that advance research and practice in engineering, construction and architectural management. In particular, ECAM seeks to advance integrated design and construction practices, project lifecycle management, and sustainable construction. The journal’s scope covers all aspects of architectural design, design management, construction/project management, engineering management of major infrastructure projects, and the operation and management of constructed facilities. ECAM also addresses the technological, process, economic/business, environmental/sustainability, political, and social/human developments that influence the construction project delivery process. ECAM strives to establish strong theoretical and empirical debates in the above areas of engineering, architecture, and construction research. Papers should be heavily integrated with the existing and current body of knowledge within the field and develop explicit and novel contributions. Acknowledging the global character of the field, we welcome papers on regional studies but encourage authors to position the work within the broader international context by reviewing and comparing findings from their regional study with studies conducted in other regions or countries whenever possible.