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dc.contributor.authorLi, Haoran (DUT)
dc.contributor.authorZhao, Zhenzhi
dc.contributor.authorMüller, Ralf Josef
dc.contributor.authorShao, Jingting
dc.date.accessioned2021-05-10T12:20:15Z
dc.date.available2021-05-10T12:20:15Z
dc.date.created2020-01-13T10:46:48Z
dc.date.issued2019
dc.identifier.citationInternational Journal of Managing Projects in Business, Vol. 13 No. 3, pp. 616-647en_US
dc.identifier.issn1753-8378
dc.identifier.urihttps://hdl.handle.net/11250/2754684
dc.description.abstractPurpose – Followership is the free will recognition of leadership in the commitment towards realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers. Design/methodology/approach – The method used for this paper is explanatory and a deductive, through which the above research hypothesis is tested using quantitative techniques. Data are collected through a nation-wide survey in China. Data analysis is done through Factor Analysis, Canonical Correlation Analysis and Multiple Regression Analysis. Findings – The results show that transformational leadership is positively correlated with transformational followership and transactional followership, and that transactional leadership is negatively correlated with transactional followership. Research limitations/implications – The paper supports a deeper investigation into leadership and followership theories. A model for both leadership and followership is developed. The findings from this paper will help organizations in choosing their project managers. Originality/value – The originality lies in the new way to examine the relationship between leadership and followership. It is the first study of this type on project managers. Its value lies in a new perspective towards the relationship between leadership and followership in project management.en_US
dc.language.isoengen_US
dc.publisherEmeralden_US
dc.subjectLeadershipen_US
dc.titleExploring the relationship between leadership and followership of Chinese project managersen_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.source.pagenumber616-647en_US
dc.source.volume13en_US
dc.source.journalInternational Journal of Managing Projects in Businessen_US
dc.source.issue3en_US
dc.identifier.doi10.1108/IJMPB-02-2019-0042
dc.identifier.cristin1771184
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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