Relationship Between Project Managers Leadership Competencies and Project Team Performance

Abstract

Many IT projects failed to achieve its intended business objectives in Pakistan. The failure of these project can be due to a number of reasons. One of the reason is selection and deployment of non-competent project manager and project teams on these IT projects. The objective of this research study was to discover the relationship between Managers Leadership Competencies (emotional, Cognitive, Social), with Team social capital and with team performance. In this study social capital theory has been applied to IT service team environment. Research model of the study includes emotional, cognitive, and social intelligence competencies of project managers leading to project performance while team social capital posited as a mediator between competencies and performance. The tool and techniques used in this study for data collection was survey Questionnaire in the (likert scale). Questionnaires were distributed among the employees of different IT companies/Software Company registered with Pakistan Software Export Board (PSEB) in Pakistan. It has found that project manager leadership‟s competencies has a significant direct relationship with project team performance and team social capital mediate this relationship. As such the project manager‟s position is very important to manage the project team emotion for different project activities. So the project‟s success or failure largely depends on the Project Manager Leaderships competencies and the interactions between project members and project performance. This study concludes that if organization select right type Project Manager it can enhance project team performance as well as project success. This study was limited to only IT companies in Pakistan.