| Keywords [eng] |
Adaptive leadership, project management, expansion, foreign market, markets, foreign countries, adaptive challenges, adaptive practices, adaptyvioji lyderystė, projektų valdymas, plėtra, užsienio rinka, rinkos, užsienio šalys, adaptyvieji iššūkiai, adaptyviosios praktikos |
| Abstract [eng] |
Thesis supervisor – Assoc. Prof. Eglė Daunienė Thesis prepared – 2023, Vilnius Thesis scope – 67 pages Number of tables – 7 Number of figures – 7 Number of references – 60 In this master's thesis, adaptive challenges and adaptive leadership in project management are examined in management of projects when expanding into foreign markets. The theoretical model of adaptive leadership developed by the researcher is used to conduct the research, based on the works of (Heifetz, Grashow, & Linksy, 2009), (Ramalingam et al., 2020) and (Roberto, 2011). The theoretical model of adaptive leadership is used when preparing interview questions. It is also used to analyze the material collected during the interview. During the research, interviews were conducted with 8 persons who have accumulated experience and are also currently working on expansion projects to foreign markets. The interviewed persons hold the positions of project managers or heads of the development departments. The findings of the conducted research demonstrate what adaptive challenges and problems project managers face when working with expansion into foreign countries’ projects and how these challenges are solved from the perspective of project managers. It is analyzed how the challenges of development projects differ from the challenges encountered in projects of expansion into foreign countries. Based on the conclusions reached, there are recommendations for development project managers, which adaptive leadership practices should be applied and how they should be applied. Aims and objectives: Aim: The purpose of this master's thesis is to determine what problems and challenges project managers face when working with expansion projects to foreign markets, and to analyze how they are solved from a projects manager perspective. The tasks of this master's thesis are: 1) To analyze the theory of adaptive leadership. 2) To identify the main challenges faced by project managers when working with expansion projects into foreign countries 3) Determine how the project managers solved the identified challenges 4) To analyze the practices of adaptive leadership in solving emerging adaptive challenges 5) Evaluate the results of the analysis and present conclusions and recommendations to project managers and heads of development departments on how to develop and strengthen the application of adaptive leadership. The research methods used in the work and the results obtained: A qualitative method was used for the research. It was chosen to interview development project managers or people in related positions in order to collect relevant and correct information. The questions are based on six adaptive leadership competences. The material collected during the interview showed that expansion projects to foreign countries are more complex than development projects carried out in the local market, and although problems and challenges often overlap, during expansion to foreign countries, project managers face additional challenges due to the language barrier, cultural and behavioral differences, legal regulations. Main conclusions: The study found that development project managers used some adaptive leadership practices. The main areas and applied practices to address adaptive challenges were: 1) Communication is the key to smooth project development. Clear communication must start with the recruitment process 2) Expectation Management – This can only be achieved with effective and transparent communication. The project manager must manage not only the expectations of his team members, but also the expectations of all the stakeholders, including project participants, investors and project manager him/herself, which will help to avoid problems during the project process. 3) Motivation and empowerment - the project manager must create conditions for each team member to be heard, the most effective way to achieve this is through meetings and building consensus. |
