Umer Zaman, Laura Florez-Perez, Saba Abbasi, Muhammad Shahid Nawaz
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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).</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (<em>N</em> = 209), we performed covariance-based structural equation modeling to test the conceptual model.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>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. 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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).</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (<em>N</em> = 209), we performed covariance-based structural equation modeling to test the conceptual model.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>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. 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Exploring the both-and success paradox in mega construction projects: multi-dimensional assessments of paradoxical leadership, project agility and megaproject success
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.
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.
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