Open AccessImpact Mechanism of Shared Leadership Behavior on the Performance of Large-scale Engineering Construction Projects
Author(s) -
Ding Ye,
Jing Wang,
Jianhui Su
Publication year - 2019
Publication title -
iop conference series. materials science and engineering
Language(s) - English
Resource type - Journals
eISSN - 1757-899X
pISSN - 1757-8981
DOI - 10.1088/1757-899x/688/5/055093
Subject(s) - leadership style , scale (ratio) , knowledge management , shared leadership , engineering , mechanism (biology) , business , public relations , political science , computer science , physics , quantum mechanics , philosophy , epistemology
As a new type of leadership style that can enhance team effectiveness, shared leadership has received a lot of attention from scholars. However, few studies have focused on its positive role in the engineering construction team. This paper explores the impact of shared leadership behavior on the performance of large-scale engineering projects and discusses the mediating role of employee participation. The research of the employees and their direct leaders in 41 project teams of the 12 construction companies shows that shared leadership behavior has a significant positive effect on project performance, employee participation plays a part mediating role in the relationship between shared leadership behavior and project performance. In a society where the knowledge economy and information technology are developing rapidly, combining shared leadership behavior with large-scale engineering construction projects will inevitably bring benefits to large-scale engineering construction projects.