The comparison of leadership behaviours--Paper代写范文

Paper代写范文:“The comparison of leadership behaviours”，这篇论文主要描述的是通过对英国和中国的施工项目部经理领导能力展开问卷调查后，我们从数据中可以看出，英国的受访者相对会比较保守一些，两者间的问题差距并不大，影响着两国受访者出现差别的最关键因素就是文化上的差异。

Findings from questionnaire surveys

CSFs of construction project manager’s leadership

Table 6-1 : Comparison of mean score for Q5 to Q9

Q5 Q6 Q7 Q8 Q9

PRC 3.51 3.79 3.96 3.64 3.48

UK 3.22 3.64 3.84 3.61 3.47

As shown from the above Table 7-1, that all mean scores from UK respondents are less than responses from PRC respondents, showing UK respondents are more conservative. The rankings of these groups of CSFs are quite similar in each group respondents, for example, they both ranked Q7 the highest score, which is the management skills and Q5 in the last two rankings which is the technical captaincies. From the q values presented in Chapter 6, there is no significant difference between the two groups of respondents. It is concluded that basically respondents from both groups hold the same opinion on CSFs for the project manager’s leadership, with UK group more conservative with slightly lower score.

CFFs of construction project manager’s leadership

Q10 Q11 Q12 Q13 Q14

PRC 3.68 3.60 3.94 3.74 3.49

UK 3.29 3.52 3.80 3.62 3.31

As shown from the above Table 7-2, the same as Table 7-1, that all mean scores from UK respondents are less than responses from PRC respondents. Quite diverse opinions existed regarding to Q10, which is the technical capacities in project management. Other factors have relatively close scores. It is concluded that basically respondents from both groups hold the same opinion on CFFs for the project manager’s leadership, as suggested by q values expect for Q10, with UK group more conservative with lower score.

7.4.1.3 Impact of leadership on project performance

Table 6-3 : Comparison of mean score for Q15 to Q20

Q15 Q16 Q17 Q18 Q19 Q20

PRC 3.86 3.71 3.76 3.78 3.66 3.48

UK 3.80 3.57 3.48 3.56 3.64 3.33

As shown from the above Table 7-3, consistent with previous results that all mean scores from UK respondents are less than responses from PRC respondents. However, the differences between each question is not significant, which is also suggested by the q values. Only regarding Q17 of impact on quality performance and Q18 of impact on client satisfaction have over 0.2 differences. It is concluded that basically respondents from both groups hold the same opinion on impact of project manager’s leadership on project performance, with UK group more conservative with lower score.

Chapter Eight presents the following contents: (i) generally review of the research project, containing the structure of this thesis, research topic and research objectives; (ii) the value and contribution of this research project to the practice; (iii) limitations of this research project; and (iv) recommendations for future research directions and development.

KEY FINDINGS

In the questionnaire survey, it is found that the critical factors identified from the UK interviewees and the PRC interviewees are different, which reflects the cultural difference. In the context of PRC interviewees, the critical factors identified are: influence, create clarity in communication, define roles and responsibilities, managing resources, organization awareness, team collaboration, engaging communication, empowering,   achieving Intellectual competencies and strategic perspective. While, on the other hand, the UK interviewees expressed that the critical factors in their mind include: motivation, sensitivity, emotional resilience, create clarity in communication, communication expectations, establish trust, managing resources, conflict management, analytical thinking, flexibility, team collaboration, engaging communication.

The interviews also reveals a reflection of Chinese culture in particular of ‘reserving the face’. The project manager values the ‘face’ very much particular in front of their subordinates.

Regarding the questionnaire survey, in respect to the CSFs, ranked by their extent of agreement by the respondents with the most agreed in the first, they are: management skills, relationship management, risk management; problem solving / conflict resolution and project management. Adopting the same principle of ranking for CFFs, from the most agreed CFF in the first, they are management skills, relationship management, risk management, project management and problem solving / conflict resolution. The ranking of the leadership impacts from the most important one are: on the six time performance, cost performance, client satisfaction, quality performance, health and safety performance and business success.

When comparing the opinions from UK and PRC from the questionnaire, it is concluded that basically respondents from UK and PRC hold the same opinion on CSFs for the project manager’s leadership, CFFs for the project manager’s leadership and the impact of leadership on project performance. However, usually the UK group provided slightly lower score than the PRC group, indicating a more conservative attitude.

Since the interviews were conducted only with 2 interviewees from PRC and 2 interviewees from UK, therefore there may be biased results received. This would explain the slightly inconsistency results from the questionnaire survey. While, on the other hand, the interviews provide innovative and inspiration ideas.

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