A Study on the Effect of Project Manager's Paternalistic Leadership and Organizational Culture on the Project Performance

• Main Authors: Tseng,TingYan, 曾亭燕
• Other Authors: Tseng,ChingChih
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/46909038171943597985

碩士 === 大葉大學 === 管理學院碩士在職專班 === 101 === Incorporations and organizations nowadays are executing more and more projects because of the intense competition resulting from globalization. A project in a company organizes a crucial team to solve some specific issues. The project manager is the key figure in such teamwork, and the leadership of project manager and the culture of organization all matter when it comes to the project performance This study aims to investigate the correlations among the leadership of project manager, the culture of organization and the performance of project. We look into whether the leading style of project manager imposes significant influence on the project performance and whether the culture of organization interferes with the leading behavior of project manager and the performance. The study is targeted at those who have participated in projects. Questionnaires are utilized for this study purpose, with 313 distributed and 260 of effective ones collected. The results are listed as follows. Paternalistic, benevolent, and moral leading styles present an eminent positive relationship with the project performance, while authoritative leadership reveals an obvious negative relationship with the project performance. Only the bureaucratic culture of organization causes interference on the relationship between paternalistic leadership and project performance.