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Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
The present study explored the applicable motivation factors that contribute to job satisfactory in terms of job motivators and maintenance factors when working projects. Students enrolled in a university advanced project management leadership course were asked to respond to a job motivators and maintenance factors self-assessment which is a useful framework to determine the factors that contribute to their motivation when working projects (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of 18. The chi-square goodness of fit test led to the rejection of H10 and …
Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
The present study explored applicable leadership behavior in terms of concern for task and/or people-oriented when leading project teams. Students enrolled in a university Master of Science in Project Management degree program were asked to respond to the Fielder Leadership Style Self-Assessment which is a useful framework to determine task versus people-oriented leadership (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of five. With a p value
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
In this paper, we examined managers’ leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion. Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-oriented versus relationship-oriented leadership behavioral styles. The degree of task-oriented versus relationship-oriented leadership behavior styles was assessed to determine the approach taken by the managers for achieving successful project completion. A Pearson’s chi-square test was conducted to determine whether the observed values were significantly different from an expected value of …
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
Engaged employees are those who are involved in, enthusiastic about, and committed to their work and who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st-century global marketplace. In this research study, project managers were asked to respond to an employee …
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr
Tom G. Henkel
Engaged employees are those who are involved in, enthusiastic about, and committed to their work. Engaged employees also are those who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st century global marketplace. In this research study, project managers were asked …