Noor Azmi Mohamad

New approach to leadership skills development (developing a model and measure)

Purpose – The purpose of this paper is to develop a leadership skills development model and measure, based on its effect on organizational effectiveness and moderator effect of knowledge sharing. Design/methodology/approach – Using the survey method, this paper investigates the validation of measures and model of the study. It tests the reliability and constructs validity of a leadership skills development measurement scale, created on the basis of the existing measures of leadership, organizational effectiveness and knowledge sharing. This scale is harmonized with transformational, transactional and servant leadership theories. Findings – A structural model and measure of leadership skills development is proposed. Research limitations/implications – This study is limited by its particular population; therefore, future research need to be done to illustrate whether the current results can be generalized with other samples from different situations and cultures. Originality/value – The paper provides an in...

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

Methodological Considerations in Studying Transformational Leadership and its Outcomes

The current paper aims to discuss the methodology of developing a social-structure explanation of employee work performance, emphasizing the importance of transformational leadership behaviours and the three components of organizational commitment in an Arab context. As this research paper adopted the pragmatist view in exploring the phenomenon, choices of lower-level methodological considerations are influenced by such philosophical perspective. The cross-section ‘snapshot’ descriptive questionnaire survey was considered as the most appropriate research approach to gather information. Statistical techniques were proposed as the means to analyse the data.

Exploring the Relationship Between Multi-Dimensional Top Management Support and Project Success: An International Study

Abstract The role of top management support in achieving project success has gained much attention in research and practice. A number of studies on single dimensional top management support have been conducted. In the engineering management literature, top management support has rarely been studied as a multi-dimensional construct. This research examines the relationship between multiple dimensions of top management support and project success. Different data analysis methods were employed to test the research hypotheses and to validate the multi-dimensionality of top management support. Findings indicate a significant and positive relationship between multi-dimensional top management support and project success.

Differentiating between Leadership Competencies and Styles: A Critical Review in Project Management Perspective

Literature reveals a number of confusions within the area of project management regarding the use of terminology and differing interpretations, concerning leadership competencies and leadership styles. In project management literature, many empirical studies have examined the influence of leadership competencies or styles, but yet any substantial review study has rarely been conducted to differentiate between leadership competencies and styles. This study aims to differentiate between leadership competencies and leadership styles in project management literature. This study found that the project managers leadership terms including competence, competency, competencies, and styles have frequently been used in project management literature. Furthermore, literature has been synthesized to provide more familiarity and understanding on leadership competencies and styles. Findings indicate that leadership competencies and styles are two different things but a few characteristics are common between both the terms. Furthermore, leadership competencies are more suitable for task-oriented activities and leadership styles are more appropriate for relationship-oriented factors. This study has implications for the future directions to identify differences between project mangers average and superior performance through comparison of leadership competencies and styles.