Does leadership style differ between a post-disaster and non-disaster response project? A study of three major projects in New Zealand

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dc.citation.issue9
dc.citation.volume9
dc.contributor.authorWitton F
dc.contributor.authorRasheed EO
dc.contributor.authorRotimi JOB
dc.date.available2019-09
dc.date.issued2019-09
dc.description.abstractPurpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.
dc.description.publication-statusPublished
dc.identifierhttp://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000487653800014&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=c5bb3b2499afac691c2e3c1a83ef6fef
dc.identifierARTN 195
dc.identifier.citationBUILDINGS, 2019, 9 (9)
dc.identifier.doi10.3390/buildings9090195
dc.identifier.eissn2075-5309
dc.identifier.elements-id425765
dc.identifier.harvestedMassey_Dark
dc.identifier.urihttps://hdl.handle.net/10179/14928
dc.publisherMDPI (Basel, Switzerland)
dc.relation.isPartOfBUILDINGS
dc.subjectLeadership
dc.subjectTransformational
dc.subjectTransactional
dc.subjectLaissez-faire
dc.subjectProject Management
dc.subjectInfrastructure
dc.subjectPost Disaster Recovery
dc.subject.anzsrc1201 Architecture
dc.subject.anzsrc1202 Building
dc.subject.anzsrc1203 Design Practice and Management
dc.titleDoes leadership style differ between a post-disaster and non-disaster response project? A study of three major projects in New Zealand
dc.typeJournal article
pubs.notesNot known
pubs.organisational-group/Massey University
pubs.organisational-group/Massey University/College of Sciences
pubs.organisational-group/Massey University/College of Sciences/School of Built Environment
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