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Leadership Profile of Croatian Project Managers - Investigating the Effects of Stress and Followers’ Expertise in Achieving Project Success

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  • Matić Ivan

    (PhD, Full Professor, Faculty of Economics, Business and Tourism, University of Split, Cvite Fiskovića 5, 21000 Split, Croatia)

Abstract

The purpose of this paper is to investigate the role of stress in demonstrating adequate project leadership and ultimately achieving project success, while also respecting followers’ expertise as the most important context factor. During 2021, the empirical research was conducted on 71 project managers in the Republic of Croatia. Results obtained via SPSS Statistics 23.0 and PROCESS macro v4.0 for SPSS indicate that demonstrated project leadership and followers’ expertise positively affect the project’s success. According to the results, stress, due to its inverted U-shaped nature of effect, does not affect project success, whereas it has a negative moderation effect on demonstrated project leadership by reducing its positive effects on project success. In addition to these results, this paper offers other interesting insights into the relationships between demonstrated project leadership, project manager’s stress, and project success, further filling the identified gap in research. A relatively small sample of project managers and its cross-sectional nature stand out as the main limitations of the empirical research presented in the paper.

Suggested Citation

  • Matić Ivan, 2024. "Leadership Profile of Croatian Project Managers - Investigating the Effects of Stress and Followers’ Expertise in Achieving Project Success," South East European Journal of Economics and Business, Sciendo, vol. 19(1), pages 32-49.
    • Handle: RePEc:vrs:seejeb:v:19:y:2024:i:1:p:32-49:n:1003
    DOI: 10.2478/jeb-2024-0003
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    References listed on IDEAS

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    2. Phil Nixon & Megan Harrington & David Parker, 2012. "Leadership performance is significant to project success or failure: a critical analysis," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(2), pages 204-216, January.
    3. An, Nan & Qiang, Maoshan & Wen, Qi & Jiang, Hanchen & Xia, Bingqing, 2019. "Contribution of project managers’ capability to project ending performance under stressful conditions," European Management Journal, Elsevier, vol. 37(2), pages 198-209.
    4. Natasha Haynes & Peter Love, 2004. "Psychological adjustment and coping among construction project managers," Construction Management and Economics, Taylor & Francis Journals, vol. 22(2), pages 129-140.
    5. Ioana Beleiu & Emil Crisan & Razvan Nistor, 2015. "Main Factors Influencing Project Success," Interdisciplinary Management Research, Josip Juraj Strossmayer University of Osijek, Faculty of Economics, Croatia, vol. 11, pages 59-72.
    6. Rezvani, Azadeh & Khosravi, Pouria, 2019. "Emotional intelligence: The key to mitigating stress and fostering trust among software developers working on information system projects," International Journal of Information Management, Elsevier, vol. 48(C), pages 139-150.
    7. Jiang, Juanjuan, 2014. "The Study of the Relationship between Leadership Style and Project Success," American Journal of Trade and Policy, Asian Business Consortium, vol. 1(1), pages 51-55.
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    More about this item

    Keywords

    project leadership; stress; project success; followers’ expertise; moderation analysis;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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