本研究顯示在專案組織中，領導能力與LMX關係品質、社會資本有顯著正向影響。此外，專案績效可藉由較佳的LMX關係品質和社會資本而達到。此結果也同樣顯示，LMX關係品質和社會資本對領導能力與專案績效有中介效果。 In the highly competitive environment, many research organizations are constantly searching for proven practices that offer a competitive advantage. Green (2005) pointed out that a star project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bureaucracy. Sauer (1993) also suggested that non-technical factors such as management, organization, and culture are associated with project success. Additionally, Lewis (1993) contended that people issues are absolutely critical to project success. However, the literature on project success factors has largely ignored the impact of a project manager and his or her leadership on project success (Turner and Müller, 2005).
No empirical study has been done on the associations between leadership competency and research project performance. In addition, there has been no comprehensive study on the impacts of leader-member exchange (LMX) quality and social capital on research project outcomes. This lack of information regarding leadership benefits along with uncertain competitive advantage from leader-member exchange and social capital has resulted in a leader’s reluctance to develop different abilities. In order to understand the benefits, there is a need for quantification of the benefits derived from leadership competency. Research on leadership competency and its associations with research project performance should offer tangible evidence of advantages from developing certain leadership competencies.
The primary purpose of this study was to investigate the relationships among the project leader’s competency, LMX quality, social capital, and project performance. The second objective was to determine whether LMX quality and social capital play a mediating role in the relationship between leadership competency and project performance. The analyses of the project leader’s abilities and project performance are based on a comprehensive investigation of 127 projects in the Taiwanese research organizations.
Using data from more than 100 research projects, the analyses suggest that leadership competency is positively associated with LMX quality and social capital of project teams. Additionally, project performance can be achieved with higher levels of LMX quality and social capital. The results also show that LMX quality and social capital may mediate the effects of leadership competency on project performance.
