Leaders Perceived Role in Creating a Motivational Climate in a Project-based Organization

Abstract

From previous research on motivational climate we know that some types of leader behavior, high-quality relationships and climates seem to correspond to a greater extent. However, to date, our knowledge of motivational climates and specific leader behavior being more or less prominent in different phases of a process remains limited. Based on 11 semi-structured interviews in 3 different construction projects conducted in a project-based organization in Norway, we investigated how leaders contribute in creating a motivational climate. Two main findings derived from our study. First, leaders perceived the motivational climate in the projects to be based on a combination of both a mastery- and performance dimension, more or less prominent in the different phases of a project. Second, by balancing the two climates and utilizing specific leader behaviors and strategies such as involvement, feedback and task-oriented leadership adapted to the different stages, leaders appear to create a motivational climate combining both dimensions successfully. Our research provides directions for future research on employee’s perception of motivational climate and leader behaviors in the different phases of a project. Furthermore, Veidekke, other construction companies and project-based organizations in general could utilize the results from the study to develop leadership programs and practices in their organization.