عنوان

Special Interpersonal Relationships in Project-based Organizations

Number

TLpq2228134323

.Language of Text, Soundtrack etc

انگلیسی

Title Proper

Special Interpersonal Relationships in Project-based Organizations

General Material Designation

[Thesis]

First Statement of Responsibility

Khoshchehreh Jamali, Mohammad Hossein

Subsequent Statement of Responsibility

Wiezel, Avi

Name of Publisher, Distributor, etc.

Arizona State University

Date of Publication, Distribution, etc.

2019

Specific Material Designation and Extent of Item

104

Dissertation or thesis details and type of degree

Ph.D.

Body granting the degree

Arizona State University

Text preceding or following the note

2019

Text of Note

The success or failure of projects is not determined only by procedures, tasks, and technologies, but also by the project team and its effectiveness. In order to lead project teams towards successful outcomes, project managers must maintain high quality relationships in the workplace. When looking at employees' relationships in the workplace, Social Exchange Theory introduces two types of exchanges: employee-organization and leader-member exchanges. While both types of exchanges focus exclusively on the employee's longitudinal relationships, the interpersonal relationships among the team members are usually overlooked. This research presents the results of a quantitative study of the interpersonal relationships of 327 project managers and assistant project managers in their workplace. Specifically, the study investigates if the quality of the relationship with particular stakeholders, such as one's immediate supervisor (boss), peers, or subordinates, drives the individual's quality of the relationship with other stakeholders. Contrary to the expectations, in strictly hierarchical organizations (one direct supervisor), there is no significant correlation between the quality of relationships with the boss and the overall quality of the individual's relationships. However, in the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with "the most important peer".

Civil engineering

Engineering

Management

Khoshchehreh Jamali, Mohammad Hossein

Wiezel, Avi

Electronic name

p

[Thesis]

276903

a

Y