Abstract:
ABSTRACT
Project managers play a critical role in the strategic success of projectized organizations, and their inclusion of Generation Z in these roles is both an opportunity and a challenge. Then there are some good things for Generation Z project managers: autonomy, digital fluency and purpose-driven work are generally valued in these modern project settings, but also come with complexity in leadership expectations and engagement. This study explores how Generation Z project managers influence project outcomes using Organizational Commitment, Autonomy, and Top Management Support as key variables. Results show that Top Management Support significantly predicts project success, while autonomy mediates the link between Organizational Commitment and performance. Data from Generation Z project managers in Pakistan were analyzed by a quantitative approach using Smart PLS. The Organizational-Autonomy or the Organizational-Project Success relationships were, however, not moderated by Top Management Support, indicating independent effects. This doesn't mean that they need coercive leaders but include such leaders who should provide structured leadership support. There is a need to change project management which in turn indicates that project leadership models have to be flexible and adapt to incorporate the elements of work life balance and self-determination. Organizations must mutate the leadership styles, the commitment strategies have to be strengthened, learning through mentoring and collaboration based on the technology has to be introduced. The work then paves the way for future research into cross cultural differences and industrial specific challenges as relates to Gen Z leadership when working within the project world.
