ENHANCING PROJECT MANAGEMENT EFFECTIVNESSTHROUGH SERVANT LEADERSHIP THEORY

Muhammad Aamer ShahzadMSPM-1167114

SZABIST Islamabad

Contents

2

Introduction1

Gap Analysis2

Literature Review3

4

Research Design

Analysis & Results

Research Model and Hypotheses

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6

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Conclusion and Recommendations7MS-PM

Introduction3

Research Objective (s) To classify the extent of servant leadership theory

that tends to measure, project successes that enhances project management effectiveness in the presence of Organizational Culture.

To classify the extent of servant leadership theory along with Team member attitude & behavior, that enhances project management effectiveness in the presence of Organizational Culture.

Research Question Does Organization (Project) Culture

moderates the effects of Servant leadership on Project Success along with the Team Members Attitude and Behavior?

What extent applications of servant leadership theory affects the successful project outcome or more precisely enhances the successful project Management practices?

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Gap Analysis5

Is not a new phenomenon. Much research has been conducted on

this in different areas other than project management (Thompson, 2010).

What’s new in the study? Analyze relationship Servant leadership in

the presence of Organizational Culture on Project Management prospectus along with “TMA” and then

Imply the findings and recommendation on Project Management Practices.

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Literature Review6

Servant Leadership Servant-leadership is a long-term,

transformational approach for life and work that has a potential for producing positive change throughout our society

Skill to influence others through the relationship of service with people and purpose (Hunter, 2004).

Have a choice to act as servants first by planting the needs of others before his own, (Phipps K. , Summer 2010).

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Continue… Servant leader’s focused on the followers and

the achievement of organizational objectives is a secondary issue for them (Stone, Russell, & Patterson, 2004).

Servant-leadership provides a framework from which thousands of known and unknown individuals are helping to improve their work within many institutions (Ferch, 2011).

truly spread hope and guidance for a new era in human development, and for the creation of better, more caring traditions.

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Continue… Servant Leadership and Project

Management Applications of project knowledge and skills,

project execution tools and techniques to satisfy the project requirements” (PMBOK, 2008)

A vital instrument for keeping track of the project performance through continuous monitoring in accordance with the project plan (Piney, 2010)

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Continue… Servant Leadership and Project

Performance Criteria for Project success may differ from project

to project (Müller & Turner, 2007). “Project Success is balancing the competing

demands for project constraints like quality, scope, time and cost as well as meet the stakeholders for fluctuating concerns and expectations of the project (PMI, 2008)”.

Projects usually fail due to personnel related matters instead of technical matters (Shenhar A. J., 2001)

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Continue… Servant Leadership and Project Team

A group of interdependent persons who work together for a mutual goal and who share responsibility for specific outcomes of the project (PMI, 2008)

An important factor to influence the success of team leadership (Graham, et al, Winter-Spring 2001)

Project team makes the difference between project success and project failure (James P. & Gido, 2009)

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Continue… Servant Leadership and Organization

Culture Organizational culture has been defined as an

outline of shared values and beliefs, overtime, which produces behavioral norms that are adopted in solving problems (Owens, 1987) (Schein, 1990).

Established in beliefs and assumptions, values, attitudes and behaviors of its members are a valuable source of firm’s competitive advantage (Hall, 1993)

Has huge effects on project success (Michael 2003).

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Theoretical Framework12

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Research Design13

What extent successful outcomes of the project have relate with the servant leadership theory along with Team member Attitude & behavior, in the presence of Organizational Culture.

Correlation, Regression Analyses and the Moderation are the statistical tools that are used for analyzing the survey data.

SPSS 17 is used for analyzing the data.

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Research Design14

Population involved to contribute in this study consists of the Project Management Practitioner, Professional, Student, Researchers and Scholars. Data was gathered from different

organizations, universities and the Project Management Institute’s Islamabad and Lahore Chapter

A questionnaire is also developed on Google documents (www.docs.google.com)

Also published on my web page (Projects.mashahzad.com)

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Research Design - Instrument

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Developed and Adapted Part A & C along with Demographic area

was adopted by the following studies: Thompson, K. N. (August 2010). Servant

Leadership: An Effective Model for Project Management. Capella University.

Yazici, H. J. (2009). The Role of Project Management Maturity and Organizational Culture in Perceived Performance. Project Management Journal, P.27-33)

Part B & D are Developed from the Literature Review.

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Research Design - Instrument

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Validity & reliability Face Validity process

Through interviews with respondents Content validity Process

Through literature review Reliability Result (Variable vise)

Cronbach's Alpha is used Reliability StatisticsCronbach's

AlphaNo. of Items

Servant Leadership 0.912 15Project Performance 0.886 8Team Member Attitude & Behavior 0.709 7Organizational Culture. 0.929 24

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Data Analysis and Results17

Demographic ResultGender

    Frequency Percent

Valid Percent

Cumulative Percent

Valid Male 94 81.7 81.7 81.7Female 21 18.3 18.3 100.0Total 115 100.0 100.0  

Age Bracket    Freque

ncy PercentValid

PercentCumulative Percent

Valid 20 - 30 46 40.0 40.0 40.031 – 40 45 39.1 39.1 79.141 – 50 4 3.5 3.5 82.6Older than 50 years 20 17.4 17.4 100.0

Total 115 100.0 100.0  MS-PM

Continue…Involvement in PM

   Frequency Percent Valid Percent

Cumulative Percent

Valid Yes 115 100.0 100.0 100.0

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Perform in Capacity   

Frequency Percent

Valid Percent

Cumulative

PercentValid Project Manager 38 33.0 33.0 33.0

Project Coordinator 10 8.7 8.7 41.7

Project Team Member 8 7.0 7.0 48.7

Sponsor 3 2.6 2.6 51.3Administrative Support 12 10.4 10.4 61.7

Supplier/Vendor/Contractor 8 7.0 7.0 68.7

Marketing 10 8.7 8.7 77.4Others/Miscellaneous 26 22.6 22.6 100.0

Total 115 100.0 100.0  

Continue…Nature of Projects

    Frequency Percent

Valid Percent

Cumulative Percent

Valid Engineering 2 1.7 1.7 1.7Construction 41 35.7 35.7 37.4Information Technology 11 9.6 9.6 47.0Software Development 7 6.1 6.1 53.0Enterprise Resource Planning 9 7.8 7.8 60.9Research & Development 23 20.0 20.0 80.9Others/Miscellaneous 22 19.1 19.1 100.0Total 115 100.0 100.0  

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Projects Serves the need   

Frequency Percent Valid PercentCumulative

PercentValid Internal Client 5 4.3 4.3 4.3

External Client 55 47.8 47.8 52.2Both 55 47.8 47.8 100.0Total 115 100.0 100.0  

Continue…Project budget's Average size

    Frequency Percent

Valid Percent

Cumulative Percent

Valid < $100,000 33 28.7 28.7 28.7$100,000 - $1 million

28 24.3 24.3 53.0

$1 million - $10 million

25 21.7 21.7 74.8

$10 million - $50 million

15 13.0 13.0 87.8

> $50 million 14 12.2 12.2 100.0Total 115 100.0 100.0  

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Types of projects   

Frequency Percent

Valid Percen

t

Cumulative

PercentValid Research &

Development14 12.2 12.2 12.2

Construction 6 5.2 5.2 17.4Education 12 10.4 10.4 27.8Marketing 7 6.1 6.1 33.9Healthcare 5 4.3 4.3 38.3Software Development 6 5.2 5.2 43.5Others 65 56.5 56.5 100.0Total 115 100.0 100.0  

Continue…Total work experience

   Frequency Percent Valid Percent

Cumulative Percent

Valid < 2 Years 20 17.4 17.4 17.42 – 5 Years 37 32.2 32.2 49.66 – 10 Years 21 18.3 18.3 67.811 – 20 Years

15 13.0 13.0 80.9

> 20 Years 22 19.1 19.1 100.0Total 115 100.0 100.0  

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Indicate your present role/position    Frequen

cy PercentValid

PercentCumulative Percent

Valid Top Leadership (Top Level of Leadership)

22 19.1 19.1 19.1

Management (Supervisor, Manager)

75 65.2 65.2 84.3

Project Team (Staff & Workers)

18 15.7 15.7 100.0

Total 115 100.0 100.0  

Data Analysis and Results22

Descriptive Statistics

 N Minimum Maximum Mean Std. Deviation

Successful Project Outcomes 115 1 5 4.02 .675Servant Leadership 115 1 5 3.96 .649Team Member Attitude and Behavior 115 2 4 3.03 .474

Organizational Culture 115 1 5 3.07 .741Valid N (listwise) 115        

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Hypotheses Result:

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Data Analysis and Results

Continue…

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Moderating effect of Servant leadership with Organizational Culture.

Continue… Moderating effect of Team

Member’s Attitude & Behavior with Organizational Culture.

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Findings and Discussion26

Summary of HypothesesHypothesis Test ResultH1: A Significant relationship exists between Servant leadership and Project Success SupportedH2: Team Members behavior and attitude has a Significant influence on Project Success SupportedH3: Organizational Culture has a moderating effect on Servant Leadership and Team Members Behavior and attitude.

Weakly Supported

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Implications of the Study27

Discrete servant leadership variables have positively related to different factors of project which ensures successful outcomes.

Project managers must develop servant leadership behavior and capabilities in them to become more effective leaders.

Servant leadership theory, if applies to successful project management, it will improves the project outcomes.

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Limitations and Future Direction

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Limitation One of the biggest constraints is time, Data collection is also a very challenging

activity as only one third of the respondents provided the proper

Future Direction Need for broader research to validate the

findings using a larger sample size, random sampling technique, more sectors and industries to be included and with more technical aspects.

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Conclusion29

PMBOK defines principles and methodology of project management, but doesn’t provide any guidelines relating to leadership.

Servant leadership theory; provides the tools and dimensions to incorporate the project success by empowerment, total quality, team building.

References Ferch, S. R. (2011). The Sprit of Servant Leadership. The Spears

center of Servant Leadership. Graham, T. S., Grant, K. P., & Heberling, M. E. (Winter-Spring

2001). The Project Manager and Project Team Involvement: Implications for Project Leadership. Journal of Leadership Studies, 7 (4), 32.

Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable possibilities competitive advantage. Strategic Management Journal, 14 (8), 607–618.

Hunter, J. C. (2004). The world's most powerful leadership principle: How to become a servant leader. New York, NY: Crown Business.

James P., C., & Gido, J. (2009). Successful Project Management. Mason, OH : South-Western Cengage Learning.

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Continue… Müller, R., & Turner, R. (2007). The Influence of Project Managers

on Project Success Criteria and Project Success by Type of Project. European Management Journal, 25 (4), 298–309.

Owens, R. (1987). Organizational Behavior in Education. New Jersey: Prentice-Hall.

Phipps, K. A. (Volume 9, Issue 2 – Summer 2010). Servant Leadership and Constructive Development Theory: How Servant Leaders Make Meaning of Service. Journal of Leadership Education.

Piney, K. (2010, November 17). PMI’s Models of Project Management Knowledge: Lifecycles, Process Groups and Knowledge Areas Part 2.2. Retrieved November 13, 2012, from ESI International: http://www.esi-intl.co.uk/blogs/pmoperspectives/index.php/2010/11/pmis-models-of-project-management-knowledge-lifecycles-process-groups-and-knowledge-areas-part-2-1-2/

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Continue… PMI. (2008). Project Management Body of Knowledge (PMBOK).

USA: Project management Institute, Inc. Thompson, K. N. (August 2010). SERVANT-LEADERSHIP: AN

EFFECTIVE MODEL FOR PROJECT MANAGEMENT. Capella University.

Schein, E. (1990). Organizational Culture and Leadership. San Francisco: Jossey-Bass.

Shenhar, A. J. (2001). One size does not fit all projects: Exploring classical contingency domains. Management Science, 47(3), 394-414.

Stone, A., Russell, R., & Patterson, K. (2004). Transformational versus servant leadership: a difference in leader focus",. Leadership & Organization Development Journal, 25(4), 349 - 361.

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Thanks!!!