From Every Direction—How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

Based on extensive literature review, this theoretical paper adds to the “soft skill” research stream by enlarging the scope of personality dimensions and their subsequent effects on project success and, second, considers dimensions heretofore not explored within the project management body of knowledge. We posit that a project manager's extent of communication apprehension, degree of innovativeness, level of self‐monitoring, conflict management style, degree of change orientation and Myers‐Briggs (MBTI) personality type can affect project outcomes. Additionally, we conjecture that organizational dynamics such as structure, incentive systems, and organizational project management maturity can moderate the relationship between these personality dimensions and project success.     

Rallying the Troops or Beating the Horses? How Project‐Related Demands Can Lead to Either High‐Performance or Abusive Supervision

In today's high‐pressure work environment, project managers are often forced to “do more with less.” We argue that this imperative can lead project managers to engage in either high‐performance or abusive supervision behaviors. To understand this process, we develop a model and associated propositions linking a project manager's cognitive appraisal of project‐related demands to high‐performance work practices versus abusive supervision behaviors—both of which impact three project outcomes: stakeholder relationships, people‐related project success factors, and employee well‐being. We propose that the choice between high‐performance work practices and abusive supervision behaviors is moderated by a project manager's personal resources (psychological capital, emotional intelligence, and dark triad personality).     

Rater Rating‐Level Bias and Accuracy in Performance Appraisals: The Impact OF Rater Personality,Performance Management Competence,and Rater Accountability

We studied the problem of rating‐level bias and rating accuracy among retail managers of a Fortune 500 retailer. Hypotheses were tested regarding the relationship among managers’ Five‐Factor Model (FFM) personality characteristics, their competence in performance management, and their levels of bias and accuracy in appraisals made in situations differing on levels of rater accountability. Associate store managers (N = 125) rated subordinates, peers and managers under conditions of high and low rater accountability. We found support for the stability of rating‐level bias across rating situations. Raters’ levels of agreeableness and assertiveness were related to mean rating levels across situations, and U‐shaped relationships were found in predicting one measure of rating accuracy such that high and low levels of these two traits were related to greater rating inaccuracy. Conscientiousness scores were significantly (and negatively) correlated with highly accountable mean ratings of subordinates. Performance management competence was related to rating‐level bias in both high‐ and low‐accountability conditions and contributed incremental validity in the prediction of rating level and rating accuracy. Our results indicate that the most lenient raters are more agreeable, less assertive, and less competent in performance management. These raters may also be less accurate. © 2015 Wiley Periodicals, Inc.     

Personality traits and cross-cultural competence of Chinese expatriate managers: a socio-analytic and institutional perspective

Drawing from socio-analytic theory and institutional theory, this study investigates the influence of personality traits on cross-cultural competence (CCC) in Chinese expatriate managers' overseas managerial experiences. Given the growing importance of Chinese outward foreign direct investment to other economies, this study is timely as it expands our knowledge of expatriates from this large emerging ‘superpower’. In order to explore the impact of personality traits on CCC, multi-level in-depth interviews were conducted including interviews with 25 Chinese expatriate managers, 15 foreign colleagues and 10 cross-cultural experts or expatriate supervisors. The findings suggest that although conscientiousness and openness emerge as major traits that may contribute to CCC, their influences are considerably constrained by institutional differences between home and host countries. This study contributes to theory building by proposing a new conceptual model that incorporates institutional factors into socio-analytic theory to explain how personality traits contribute to CCC of expatriates. It also advances the field by examining the experiences of expatriates from an emerging economy and how their experiences differ from those previously researched.     

The relationship among systems engineers' capacity for engineering systems thinking,project types,and project success

In recent years, systems engineering and Project Management Bodies of Knowledge have been rapidly growing. However, despite the vast amount of literature available on systems engineering and project management, about two‐thirds of all projects still fail. A review of both project management and systems engineering publications reveals that most of these works focus on processes. We suggest focusing on people—project managers and systems engineers. One of our previous studies dealt with project managers; this article focuses on systems engineers. This article presents findings of a study aimed at exploring the relationship among systems engineers' capacity for engineering systems thinking (CEST), project types, and project success. The instrument used in this study was a self‐report questionnaire, composed of three parts. The first part assessed the participants' CEST, the second part assessed several measures of project success, and the third part assessed four dimensions of project type. The simple random sampling method was used, and the sample included 114 senior systems engineers who were randomly selected from the sampling frame. The study findings show that there is a statistically significant correlation between CEST and project success. The extent of the project's novelty, complexity, and technological uncertainty are moderator variables that affect this correlation.     

What makes a good project manager?

There is a growing awareness within project‐based sectors of the relationship between performance and managers' competencies. This article reports on research that investigated the competency profile of ‘superior’ project managers working within the construction industry, one of the most complex and dynamic project‐based industrial sectors. The study combined an assessment of both their behavioural competencies and job‐task competencies. The results reveal that while their job‐task competencies are highly specific to the industry in which they work, the behavioural competencies of superior project managers are mostly generic in nature and apply to a range of other management positions. This research shows how it is practically possible to identify the competency profile of superior managers and utilise this framework for managing the performance of this key management group.     

PMP® certification as a core competency: Necessary but not sufficient

This research seeks to investigate the relationship between project management certification and established project management core competencies in the IT industry. This study was conducted in two phases, the objective being to first identify those characteristics most common to the successful hire of project managers, from the perspective of IT recruiters. Once identified, the study sought to determine preference for these characteristics from the point of view of corporate IT executives. Two hypotheses were tested in an effort to determine the valuation of Project Management Professional (PMP®) certification as a core competency and as an indicator of project success. Both hypotheses were rejected, as results indicated that PMP® certification was the least valued of 15 core competencies and that there was no difference in project success rates between PMP®‐certified project managers and uncertified project managers. In addition, recruiters' and IT executives' suggestions for improvement in the delivery of the project management body of knowledge are discussed.     

Personality in context: effective traits for expatriate managers at different levels

The purpose of this article is to assess how management level as a contextual factor interacts with personal characteristics in predicting expatriate performance. In particular, we focused on proactive personality (the individual’s disposition to change the organizational environment) and self-control (the individual’s disposition to change oneself to fit the organizational environment). Surveying 307 business expatriate managers in China, we hypothesized that in relation to work outcomes, the effect of proactive personality would be stronger for CEOs while the effect of self-control would be stronger for non-CEOs. We found both proactive personality and self-control to have favorable effects on our performance indicators: job performance, effectiveness, and time to proficiency. In line with our prediction, we also found the effect of proactive personality on job performance to be stronger for CEO expatriates while the effect of self-control on performance was stronger for non-CEO expatriate managers.     

Exploring the role of steering committees in realizing value from project management

The impact of steering committees on project performance and their role in creating value from project management capabilities is not well understood. A case study analysis was chosen to analyze the configurations and specific functions of project steering committees. A measurement model for steering committee configurations was developed to enable further survey‐based studies. One of the major insights resulting from the authors' interviews with project managers and senior managers was that they perceived the existence of a project steering committee only when the context was defined and clarified. Furthermore, a large variety of committee involvements was identified, concluding that steering committees per se are very rare. On the project level, the cases clearly demonstrate that committees with project steering functions play an important role in the selection, initiation, definition, and control of projects. On the organizational level, they are important to implement and maintain project management standards. Finally, the results clearly indicate that steering committees directly support project success and are instrumental for attaining value from an organization's investments in its project management system.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

A psychological typology and its relationship to entrepreneurial success

This research indicates that typologies covering multiple types of entrepreneurs are applicable within the realm of entrepreneurial personality. Four such personality types - personal achievers, real managers, expert idea generators, and empathic supersalespeople - are identified, and shown to be related to subsequent entrepreneurial success. The evidence indicates that entrepreneurial talent may be gauged in terms of the number of these patterns present in a given individual. Those with more patterns are more likely to achieve a substantial level of success. These results have implications for anyone whose work touches upon the field of entrepreneurship. This paper is concerned primarily with how the typology was developed and how the relationship of each type to entrepreneurial success was established. The career routes that fit each type (and which must be followed to obtain success) are considered.     

Impact of nontechnical leadership practices on it project success

This article examines the leadership practices utilized by information technology (IT) project managers that contribute to project success. Specifically, technical and nontechnical leadership practices are contrasted. The importance of nontechnical leadership practices in IT project management has been largely ignored in research until recently. The article identifies key nontechnical leadership practices that are important for the success of IT projects. The article is based on a qualitative study that gathered data from actual IT projects conducted at U.S. companies across several different industry segments. Study results are analyzed to determine the relevance and value of Heifetz's adaptive leadership framework to the area of IT project management. Study findings indicate that nontechnical leadership practices are important to the success of IT projects. Findings also indicate that Heifetz's adaptive leadership framework is consistent with the key nontechnical leadership practices that are important for the success of IT projects. A framework for the development of IT project managers is also proposed.     

The relative importance of the PMBOK® Guide's nine Knowledge Areas during project planning

Although A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition identifies nine Knowledge Areas that project managers should focus on while managing projects, it does not indicate the relative importance of each of these Knowledge Areas. However, such information can be of great significance in helping project managers determine how to use their available resources most effectively. This article investigates the relative importance of the project management Knowledge Areas used during the planning phase of a project and their impact on project success. Results presented in this article are based on a field study that involved 783 project managers from different countries and industries. The study revealed that the Knowledge Areas with the greatest impact on project success were Time, Risk, Scope, and Human Resources. However, these results have been found to be sensitive to the industry in which projects were undertaken. Differences among industries are described and discussed in the article.     

Leadership substitutes and personality impact on time and quality in virtual new product development projects

Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual‐based product development time and scope‐quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri‐butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.     

Six Sigma and information systems project management: A revised theoretical model

Previous information systems (IS) research has significantly improved the success rate of IS projects, but the result is still far from satisfying. The effort to advance IS project management theories continues. One notable effort is Ravichandran and Rai (2000). Based on quality management principles, they developed a model (the R&R model) describing a qualityoriented organizational system that leads to software development quality performance. This study analyzed Six Sigma to propose major revisions to the R&R model. Six Sigma is a recent approach to quality management with proven effectiveness. The analysis of Six Sigma suggested that several constructs in the R&R model need to be respecified, leading to the definition of a new quality‐oriented organizational system. More importantly, the revised model posits that the new organizational system leads to IS project success that can be measured by organizational performance improvement. This study contributes to the literature and provides practical guidance to IS project managers.     

网络成瘾大学生的人格特质研究

为了解大学生网络成瘾状况并对网络成瘾大学生的人格特质进行研究,采用Young网络成瘾诊断问卷、艾森克人格问卷对685名大学生的网络成瘾状况和人格特质进行调查。结果发现:685名被试中网络成瘾率为6.3%;网络成瘾者中性别差异显著,男生比女生更容易沉溺于互联网;在人格特质上,网络成瘾组的精神质、神经质得分显著高于非成瘾组,掩饰程度显著低于非成瘾组,而内外向得分的差异无统计学意义。提示大学生网络成瘾者具有一些特定的人格特质。     

The relationship between expatriates' personality traits and their adjustment to international assignments

This study investigates the relationship between personality traits of expatriates and their adjustment to international assignments. We focused in particular on the Big Five personality traits: extroversion, agreeableness, conscientiousness, neuroticism and openness to experience. We sampled eighty-three US expatriates in Taiwan and found statistically significant relationships between expatriate adjustment and three personality traits in theoretically reasonable directions. Specifically, our results showed that a US expatriate's general living adjustment in Taiwan is positively related to his or her degree of extroversion and openness to experience. We found that extroversion and agreeableness are both positively related to interaction adjustment (i.e. relationships with local people). Furthermore, a US expatriate's work adjustment is positively related to his or her openness to experience. Unlike prior research on expatriate adjustment, we have examined multiple traits rooted in personality theory, and we have derived hypotheses that are specific to a Chinese context.     

Project management for new product development

This article examines the intersection of the project management body of knowledge with new product development (NPD). The area under examination is the development of consumer products that have a significant engineering production content. It is concluded that the project management method, with its structured task definition and software tools, is generally useful for managing NPD projects. However, in some areas, project management incompletely meets the needs of NPD. Specifically, NPD is characterized by complex interrelated activities and large uncertainties about precisely which solution path will be taken, such that the full scope of the project can often not be anticipated beforehand. The article identifies that more research is required to validate the stage‐gate and lean project management methods. Whereas cost is the primary focus in project management, with NPD there is a need to consider both cost and income (from product sales) in making strategic decisions. Communication and human resource management are important factors in NPD success, but existing project management perspectives have little to say about the social and behavioral aspects, such as organizational culture, team dynamics, and leadership styles, especially not for NPD. Current project management practices are very much based on “output control” (targets, appraisal, rewards, management by objectives), which the human resource management literature identifies as inhibiting innovation. There is also likely to exist an intersection, as yet poorly understood, between project management and knowledge management, particularly for innovation processes such as NPD. For practitioners, the main message is that the project management method provides a basic, but imperfect, tool for managing NPD. The relevance for researchers is that gaps have been identified in the project management method as it is currently applied to NPD. Several places are identified where further research is required to (a) better understand the causality between factors (e.g., human resource management) and project success and (b) adapt project management methods to better serve the NPD process.     

Doing it for themselves? Performance appraisal in project‐based organisations,the role of employees,and challenges to theory

We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.     

Demystifying the folklore of the accidental project manager in the public sector

Many individuals are called upon to undertake project management responsibilities with little or no preparation. Such project managers have been referred to as accidental project managers. This article examines the experiences of 46 accidental project managers within the Western Australian public sector through a questionnaire survey. Findings reveal that most project managers were selected based on their technical or managerial expertise and thus lacked the required competencies to deliver a project. There was a greater propensity for accidental project managers to act in a part‐time mode, undertake nontechnical projects, and be provided with limited training and education.