Warda Gul,Azka Nawaz,Hamaz,Maria Tariq,Hamayun Khan,



Transport infrastructure,leadership competency,project type,project success,process moderation,competency school of leadership,


Infrastructure advancement reflects its key role in the financial and socio-economic progression of Pakistan. Project execution and accomplishment majorly depend on the leadership competencies. The dynamics of leadership define the influence of a leader i.e. project manager in lead on his team to complete any type of project and make it a success. The objective of the study is to investigate the influence of project managers’ leadership competencies in light of theory explaining “The Competency School of Leadership” coupled with specific project types on project success outcomes for transport infrastructure projects. A structured questionnaire-based survey was conducted to collect data using purposive sampling from individuals that are currently or have been involved in recently completed projects in the transport infrastructure development of Lahore. A total of 152 useful responses were returned. Findings obtained using moderated regression analysis using Andrew Hayes ‘process’ technique suggest that leadership competence of project managers is insignificant for successful completion of the projects under a particular project type. Results suggest that the project managers in a leadership position when effectively and efficiently utilize their competencies of intellectual strength, managerial procedures and emotional balance for successful actualization of transport infrastructure projects. Moreover, it has been found that project managers in these projects exhibit efficacious leadership competencies that are substantial without regard to any project type in certain for their successful completion.


I. Abdolmehdi Salehizadeh, Jaffar Mahmudi. : ‘A SYSTEMS DYNAMICS MODEL FOR PROJECT MANAGEMENT SYSTEMS OF PROJECT-BASED ORGANIZATION.’ J. Mech. Cont. & Math. Sci., Vol.-15, No.-3, March (2020) pp 140-149. DOI : 10.26782/jmcms.2020.03.00011
II. Aiken, L. S., West, S. G., & Reno, R. R. (1991). Multiple regression: Testing and interpreting interactions. Sage.
III. Al-Shaaby, A., & Ahmed, A. (2018). How do we measure project success? A Survey. Journal of Information Technology and Software Engineering, 8(229).
IV. Aubert, B., Bazan, A., Boucham, A., Boutigny, D., De Bonis, I., Favier, J., … & Lees, J. P. (2002). The BABAR detector. Nuclear instruments and methods in physics research Section A: Accelerators, Spectrometers, Detectors and Associated Equipment, 479(1), 1-116.
V. Batool, A., & Abbas, F. (2017). Reasons for delay in selected hydro-power projects in Khyber Pakhtunkhwa (KPK), Pakistan. Renewable and Sustainable Energy Reviews, 73, 196-204.
VI. Beins, B. C. (2017). Research method: A tool for life. Cambridge University Press. Bentahar, O., & Ika, L. A. (2019). Matching the Project Manager’s Roles to Project Types: Evidence From Large Dam Projects in Africa. IEEE Transactions on Engineering Management.
VII. Boyatzis, R. E. (2008). Leadership development from a complexity perspective. Consulting Psychology Journal: Practice and Research, 60(4), 298.
VIII. Bryde, D. (2008). Perceptions of the impact of project sponsorship practices on project success. International Journal of Project Management, 26(8), 800-809.
IX. Camps-Walsh, G., Aivas, I., & Barratt, H. (2009). How can value-based pricing improve access and adoption of new treatments? 2020 health, 1-105.
X. Carvalho, M. M. D., & Rabechini Junior, R. (2015). Impact of risk management on project performance: the importance of soft skills. International Journal of Production Research, 53(2), 321-340.
XI. Charmaz, K., & Belgrave, L. L. (2007). Grounded theory. The Blackwell Encyclopedia of Sociology. Chou, J. S., & Yang, J. G. (2012). Project management knowledge and effects on construction project outcomes: An empirical study. Project Management Journal, 43(5), 47-67.
XII. Dainty, A. R., Cheng, M. I., & Moore, D. R. (2005). Competency-based model for predicting construction project managers’ performance. Journal of Management in Engineering, 21(1), 2-9.
XIII. Dulewicz, V., & Higgs, M. (2005). Assessing leadership styles and organizational context. Journal of Managerial Psychology, 20(2), 105-123.
XIV. Dulewicz, V., & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence in organizations. The International Journal of Organizational Analysis, 11(3), 193-210.
XV. Dulewicz, S. V., & Higgs, M. J. (2004). Design of a new instrument to assess leadership dimensions and styles. Selection and Development Review, 20(2), 7-12.
XVI. Dvir, D. O. V., Sadeh, A., & Malach-Pines, A. (2006). Projects and project managers: The relationship between project managers’ personality, project types, and project success. Project Management Journal, 37(5), 36-48.
XVII. Fausing, M. S., Joensson, T. S., Lewandowski, J., & Bligh, M. (2015). Antecedents of shared leadership: empowering leadership and interdependence. Leadership & Organization Development Journal, 36(3), 271-291.
XVIII. Finch, H. (2006). Comparison of the performance of varimax and promax rotations: Factor structure recovery for dichotomous items. Journal of Educational Measurement, 43(1), 39-52.
XIX. Feger, A. L. R., & Thomas, G. A. (2012). A framework for exploring the relationship between project manager leadership style and project success. The International Journal of Management, 1(1), 1-19.
XX. Geoghegan, L., & Dulewicz, V. (2008). Do project managers’ leadership competencies contribute to project success? Project Management Journal, 39(4), 58-67.
XXI. Guba, E. G., Lincoln, Y. S., Denzin, N., & Lincoln, Y. (1998). The landscape of qualitative research: Theories and issues. Competing Paradigms in Qualitative Research, 105-117.
XXII. Ha, T. P. T., & Tran, M. D. (2018). Review of Impacts of Leadership Competence of Project Managers on Construction Project Success. International Journal of Emerging Trends in Social Sciences, 4(1), 15-25.
XXIII. Hayes, A. F. (2017). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Publications.
XXIV. Heumann, T., Bergemann, D., & Morris, S. (2015). Information and volatility. Journal of Economic Theory, 158, 427-465.
XXV. Sanaullah Jamali, Abdul Sattar Soomro, Muhammad Mujtaba Shaikh. : ‘THE MINIMUM DEMAND METHOD – A NEW AND EFFICIENT INITIAL BASIC FEASIBLE SOLUTION METHOD FOR TRANSPORTATION PROBLEMS’. J. Mech. Cont. & Math. Sci., Vol.-15, No.-10, October (2020) pp 94-109. DOI : 10.26782/jmcms.2020.10.00007

View Download