Zaman, Umer;
Florez-Perez, Laura;
Abbasi, Saba;
Nawaz, Muhammad Shahid;
(2024)
Exploring the both-and success paradox in mega construction projects: multi-dimensional assessments of paradoxical leadership, project agility and megaproject success.
Engineering, Construction and Architectural Management
10.1108/ECAM-12-2022-1165.
(In press).
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Abstract
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.
| Type: | Article |
|---|---|
| Title: | Exploring the both-and success paradox in mega construction projects: multi-dimensional assessments of paradoxical leadership, project agility and megaproject success |
| Open access status: | An open access version is available from UCL Discovery |
| DOI: | 10.1108/ECAM-12-2022-1165 |
| Publisher version: | http://dx.doi.org/10.1108/ecam-12-2022-1165 |
| Language: | English |
| Additional information: | This version is the author accepted manuscript. For information on re-use, please refer to the publisher's terms and conditions. |
| Keywords: | Paradoxical leadership, project agility, megaproject success, satisficing theory, program’s theory of change |
| UCL classification: | UCL UCL > Provost and Vice Provost Offices > UCL BEAMS UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of the Built Environment |
| URI: | https://discovery.ucl.ac.uk/id/eprint/10192848 |
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