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Improving Team Performance

978 Words4 Pages

Abstract
The purpose of this study is to understand and examine the cognitive empirical relationship between different types of leadership and the factors of successful project with a random sampling of graduate students studying in Nanyang Technological University (NTU) of Singapore. A quantitative survey of originality designs are used and represented in a new matrix formation to be repeatedly regresses and analyses by SPSS in order to reveal if there are significant cognition patterns or behaviors between different types of leadership and the factors of successful project. Findings can contribute to a newer knowledge present to us the degree of success for team project so that each can know what to look for during a team project. By learning …show more content…

The Project Management Institute (PMI) defines project success as balancing the needs for project goals, scope, deadline, and time cost, as well as meeting the needs and expectations of the project members (PMI, 2008). In researches on practices of human resources management (HRM) in project-based organizations, team-building is seen as a main point of HRM (Huemann et al., 2007; Turner et al., 2008). It is recognized that project team leaders’ interpersonal interactions in project teams highly contribute to team performance. The Standish Group (2006) figured that team leaders may have a crucial impact on project outcomes during the project process. And interactions of team members holding leadership functions affect team …show more content…

Six kinds of leadership are identified from three aspects. According to leaders’ attributes, transformational leadership and transactional leadership are added in this model. Five questions about transformational leadership were designed based on the NBPTS standards (NBPTS, 2013). Bass’ theories and Hofstede’s theories about four cultural dimensions were applied to design the five questions about transactional leadership (Bass, & Riggio, 2005; Hofstede, 1994). Five questions about vertical leadership were based on fractal vertical polarization (FVP) structure (Voss & Krumwiede, 2012). Jackson’s shared leadership framework was utilized to design questions about shared leadership. Questions about task-oriented leadership and people-oriented leadership come from cross-cultural research, which revealed that two main dimensions of cultural variability might have an impact on the behavior of the Chinese and Westerners and people-oriented leadership was widely used in Chinese society and task-oriented leadership war more normal in western society (Brew and Cairns, 2004; Ting-Toomey, 1988,

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