Importance of Project Managers Leadership in IT Project

Importance of Project Manager’s Leadership in IT Project Scope: An Empirical Study (ERF) Mike Taein Eom, Ph. D. Professor of IS & Emerald Distinguished Professor Pamplin School of Business The University of Portland AMCIS 2020 #1070 Mike Eom, Ph. D. 1

Agenda – Emergent Research Forum (ERF) § Research Motivation, Questions, & Possible Contribution § Research Model with Constructs of Interest § Data Collection & Analysis § Preliminary Results § Moving Forward AMCIS 2020 #1070 Mike Eom, Ph. D. 2

Research Motivation & Questions § Increasing IT spending up to $3. 9 billion (Kappelman et al. 2019) § Although considered as a critical factor, PM Leadership in IT Project Nebulous (often intertwined with traditional managerial role of a PM) (Nicolaides et al. 2014) § IT project provides different set of complexities both from technology & business sides § Is PM’s leadership really important in IT project success? § How do different complexities affect IT project success? § How does PM leadership affect IT projects with different layers of complexities § Provide a nomological framework that illustrates how the PM’s leadership behaviors will direct to the success of projects under the presence of varying degrees of project complexity AMCIS 2020 #1070 Mike Eom, Ph. D. 3

IT PM Leadership § Entails more than technically managing schedules, resources & tasks § Also includes 1. Motivating & inspiring the project team to go beyond given responsibilities to complete projects with intended business value 2. Articulating the project’s vision & purpose in line with the organization’s overall strategic goals 3. Critiquing changing situations & examining/asking questions 4. Swiftly handling/integrating complexities raised by types of technology, strategic purposes, changes in requirements & business processes 5. Collaborating with key stakeholders (e. g. , project sponsor, champions) for scope changes & support AMCIS 2020 #1070 Mike Eom, Ph. D. 4

Research Model AMCIS 2020 #1070 Mike Eom, Ph. D. 5

Constructs of Interest § IT PM’s Leadership (Bass 1998; Mac. Kenzie et al. 2001; Podsakoff et al. 1990) § Transformational Leadership Behaviors 1. 2. 3. 4. 5. 6. Identifying & articulating a vision Providing an appropriate model Fostering the acceptance of group goal Showing high performance expectation Providing intellectual stimulation Providing individualized support § Transactional Leadership Behaviors 1. Providing contingent rewards AMCIS 2020 #1070 Mike Eom, Ph. D. 6

Constructs of Interest § IT Project Complexity § Complexity of Faith: Uncertainty & risks involved in the project that affect the project & its outcome § Complexity of Fact: Structural complexity of the project due to size of the project, number of project members, & coverage § Complexity of Interaction: Degree of transparency in handling information & empathy among all project stakeholders (Muller et al. 2012) § IT Project Scope § Extent to which the project achieves what needs to be achieved through the work that must be done (Thite 2000) AMCIS 2020 #1070 Mike Eom, Ph. D. 7

Research Hypotheses § H 1: PM’s transformational leadership will positively affect the IT project scope § H 2: PM’s transactional leadership will positively affect the IT project scope § H 3: The complexity of faith will negatively affect the IT project scope § H 4: The complexity of fact will negatively affect the IT project scope § H 5: The complexity of interaction will positively affect the IT project scope AMCIS 2020 #1070 Mike Eom, Ph. D. 8

Data Collection & Analysis § Cross industry Web-based survey with 111 IT professionals § Measures (5 -point Likert scale) § PM’s Transformational & Transactional Leadership: Transformational Leadership Behavior Inventory (TLI)(Podsakoff et al. 1990) § Complexity of IT Project (Muller et al. 2012) § IT Project Scope AMCIS 2020 #1070 Mike Eom, Ph. D. 9

Measures § Psychometric property § Reliability & Intercorrelation 10

Preliminary Results * * ** ** Negative but N. S * < 0. 05; ** < 0. 01 AMCIS 2020 #1070 Mike Eom, Ph. D. 11

Moderation vs. Mediation AMCIS 2020 #1070 Mike Eom, Ph. D. 12