A study on the types of managerial behaviors, styles and practices that lead to project success
Name
78613853-MIT.pdf
Description
Full printable version
Size
2.04 MB
Format
Adobe PDF
Checksum (MD5)
ffc5e7d25f7adcad181ce0d20bb0c1eb
Author(s)
Kuo, Valerie (Valerie Y.)
Advisor(s)
M. Diane Burton.
Date Issued
2006
Publisher
Massachusetts Institute of Technology
Abstract
To expand on the understanding of effective leadership and management, this study provides new evidence on the relation between employee satisfaction, project success, and managerial characteristics for the optimization of both. During the twentieth century, many have tried to uncover what it really means to be a good leader and to determine if it is possible to identify or create such people. In the managerial context, researchers have looked at project success and employee satisfaction as potential measures of leadership effectiveness. This study evaluates a behavioral and a value-based leadership theory and provides evidence consistent with both. The findings do not point to a strong direct relation between employee satisfaction and project success. However, the results do offer two sets of unique leadership characteristics, one with a strong relation to employee satisfaction and one with a strong relation to project success.
Description
Thesis (S.B.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 2006.
Includes bibliographical references (leaves 23-26).
Subjects
Mechanical Engineering.
MIT Department
Massachusetts Institute of Technology. Department of Mechanical Engineering
Terms of Use
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