Forecasting project performance considering the influence of leadership style on organizational agility
Open accessAbstract
Purpose: The purpose of this paper is to analyze the influence of leadership style and factors associated with organization agility on project performance. Design/methodology/approach: It is a case study carried out at a leading corporation driven towards innovation projects. Literature on this subject seems to be mainly focused on the contribution of processes and strategies that lead to agility, and few cases report the influence of people and leadership style on this factor. Upon analysis, a proposed characterization of the relationship between leadership, agility and project performance is presented. A Bayesian Network (BN) model is employed as a modeling tool, enabling both inferences and sensitivity analysis and also visualization and quantification of the propagation of effects between variables. Findings: The main result of this study is the characterization of under which combination of leadership style, agility and organizational factors the highest project performance can be achieved. Originality/value: The paper helps clear up the mistaken view that high agility only takes place when all constituent factors display maximum values. The leadership style and people contribution to agility is clearly addressed. This kind of approach is original and helps to answer the question found in the literature of how much agility is needed, through the identification of the individual contributions of each of the system variables. The view offered by the model discussed in this paper enables understanding and visualizing how this takes place, thus allowing for gearing more focused and effective actions towards the key variables.
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The existing literature markedly fails to establish how the relationship between leadership and organizational agility occurs or even the interdependence level between these variables.
“However, the existing literature markedly fails to establish how this relationship occurs or even the interdependence level between these variables (de Oliveira et al., 2012).”
From Mastering digital transformation: The nexus between leadership, agility, and digital strategy (2022) · cites this paper as de Oliveira et al., 2012
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“However, the existing literature markedly fails to establish how this relationship occurs or even the interdependence level between these variables (de Oliveira et al., 2012).”
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- Authors
- Aurélio de Oliveira, M., Veriano Oliveira Dalla Valentina, L., & Possamai, O.
- Affiliations
- Universidade Federal de Santa Catarina (BR)
- ORCID
- Possamai, Osmar
- Venue
- International Journal of Productivity and Performance Management
- Publisher
- Emerald
- Published
- 2012-07-20
- Volume
- 61
- Issue
- 6
- Pages
- 653-671
- ISSN
- 0043-8022 (ISSN-L)
- 1741-0401
- OpenAlex
- W2136137777
- Cited by
- 59
- References
- 21
- Citations by year
- 2026: 3 · 2025: 6 · 2024: 8 · 2023: 7 · 2022: 9 · 2021: 5 · 2020: 5 · 2019: 5 · 2018: 1 · 2017: 4 · 2016: 2 · 2015: 1 · 2014: 2 · 2013: 1
- FWCI
- 2.92
- Type
- journal article
- Language
- en
- Open access
- green
- repositorio.udesc.br
- Licence
- Locations
- International Journal of Productivity and Performance Management (publishedVersion)
- LA Referencia (Red Federada de Repositorios Institucionales de Publicaciones Científicas) (publishedVersion, other-oa)
- Topics
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Collaboration in agile enterprises
- Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Keywords
- leadership styles, organizational agility, project performance, innovation projects, Bayesian networks, sensitivity analysis
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