Title 'Adaptive leadership in project management: the impact of self-efficacy" /
Translation of Title "Adaptyvioji lyderystė projektų valdyme: savęs įgalinimo poveikis".
Authors Remeikaitė, Greta
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Pages 75
Keywords [eng] ENG: adaptive leadership, project management, self-efficacy, Adaptive Leadership scale, General Self-efficacy Scale. LT: adaptyvioji lyderystė, projektų valdymas, savęs įgalinimas (saviveiksmingumas), Adaptyviosios Lyderystės Skalė
Abstract [eng] This MA thesis focuses on the relationship between individuals’ level of self-efficacy and their ability to practice adaptive leadership. Adaptive leadership scale created by M.Raei (2018) and General Self-Efficacy scale is used to determine that relationship. With reference to analysis of the relationship between the scales, concepts such as adaptive leadership, complex adaptive leadership theory, Raei’s Adaptive Leadership Scale, self-efficacy, and project management are explained and elaborated in this thesis. Quantitative methods are used to determine the relationship between identified variables and data collected through online questionnaires is analyzed using correlation and regression analysis. Main conclusions of positive relationships between majority of the variables are drawn with discussion and recommendations for project managers practicing adaptive leadership to enhance their skills in self-efficacy. Aims and objectives of MA thesis: The aim of the research is to analyze the impact of self-efficacy on adaptive leadership in the context of project management. Objectives: the purpose of this research is to determine: 1.The relationships between individuals’ level of self-efficacy and sub-construct of adaptive leadership scale 2.The relationship between individual’s level of self-efficacy and the total score of adaptive leadership scale 3.Draw conclusions what competencies of project management are affected by levels of self-efficacy and adaptive leadership approach Research carried out and results obtained: Quantitative research was conducted, and results of significant positive correlations were obtained between variables 2 to 7 of adaptive leadership sub-constructs and with the self-efficacy scale total score. Sub-construct 1 and total score of self-efficacy scale showed insignificant positive relationship between the variables. The regression analysis was conducted as well to analyze the relationships between variables. The analysis supported the correlation analysis assumptions and provided validity measures of the data. Main conclusions: The research conducted lead to the following conclusions: 1.Managers’ level of self-efficacy has insignificant impact on their ability to distinguish between adaptive and technical challenges 2.Managers’ level of self-efficacy has significant positive impact on the ability to identify stakeholders and their losses 3.Managers’ level of self-efficacy has significant positive impact on their ability to create the holding environment 4.Managers’ level of self-efficacy has significant positive impact on their ability to regulate distress 5.Managers’ level of self-efficacy has significant positive impact on their ability to give the work back 6.Managers’ level of self-efficacy has significant positive impact on their ability to protect the voices of leadership without authority 7.Managers’ level of self-efficacy has significant positive impact on their general traits necessary for adaptive leaders (use of self) 8.Managers’ level of self-efficacy has significant positive impact on the usage of adaptive leadership approach To answer the research question of “How does the level of self-efficacy influence project managers’ capabilities to practice adaptive leadership?” a statement can be claimed that – high level of project managers’ self-efficacy provides the leader more trust in their abilities to perform as a manager and practice adaptive leadership competencies. The adaptiveness of the leader is influenced by their self-confidence and self-efficiency in terms of willingness to tackle the arisen adaptive challenges. Managers with high level of self-efficacy tend to believe more not only in their own managerial competencies but also in their team members by protecting those without official authority, understanding mistakes, letting the individuals find their own ways of working and encouraging them every step of the way.
Dissertation Institution Vilniaus universitetas.
Type Master thesis
Language English
Publication date 2022