Moderating Effects of Project Management Experience, Project Team Size, Project Duration and Project Value Size on the Relationship between Project Manager’s Leadership Roles and Project Team Effectiveness in Malaysia

Abstract

Many organizations are using project teams to achieve their organizational goals because they believe the importance and benefits of project teams. Project managers are advised to learn and demonstrate the leadership roles as proposed by Quinn (1988) because these roles can improve the project team effectiveness. Moreover, it is important to select an experienced project manager leading an effective team at the same time negotiating for ample time to execute the project. The current study developed a research model underpinned on models related to Quinn (1988) leadership roles and Hoevemeyer (1993) five criteria of project team effectiveness as well as four demographic moderators i.e. project management experience, project team size, project duration and project value size. Based on a sample of 201 project managers, this empirical study had confirmed that a project manager’s leadership roles are positively influencing project team effectiveness. At the same time, only project management experience and project duration are positively moderating the relationship between leadership roles and project team effectiveness.