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Görünürlük, dönüşümcü liderlik ve personel güçlendirmenin proje başarısına etkisi

The effect of visibility, transformational leadership and empowerment on project success

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  1. Tez No: 895386
  2. Yazar: SÜVEYBE ÖZTÜRK
  3. Danışmanlar: DOÇ. DR. GÜLŞAH HANÇERLİOĞULLARI KÖKSALMIŞ
  4. Tez Türü: Yüksek Lisans
  5. Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 2024
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Lisansüstü Eğitim Enstitüsü
  11. Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 83

Özet

Günümüz iş ortamlarında, proje başarısı organizasyonların rekabet avantajını koruması ve sürdürmesi için kritik bir öneme sahiptir. Proje yönetimi, işletmelerin hedeflerine ulaşmak ve stratejik vizyonlarını gerçekleştirmek için temel bir araçtır. Ancak, birçok faktör proje başarısını etkileyebilir. Bu çalışma, bilgi teknolojileri çalışanları üzerinde yapılan bir anket çalışmasıyla görünürlük, dönüşümcü liderlik ve personel güçlendirmenin proje başarısına etkisini incelemektedir. Kullanılan yöntem yapısal eşitlik modeli olup analizler SmartPLS 4.1.0.2 yazılımı kullanılarak gerçekleştirilmiştir. Yapısal Eşitlik Modellemesi (SEM), gözlenen ve gizli değişkenler arasındaki ilişkileri incelemek için kullanılan birçok değişkenli analiz yöntemidir. SEM hem gözlenen değişkenler arasındaki ilişkileri hem de gözlenemeyen (latent) değişkenlerin etkilerini modellemek için kullanılır. SEM, genellikle faktör analizi ve çoklu regresyon analizi gibi istatistiksel tekniklerin birleştirilmesiyle oluşturulur. Faktör analizi, bir dizi gözlenen değişken arasındaki yapısal ilişkileri belirlemek için kullanılırken, çoklu regresyon analizi ise bir bağımlı değişkenin bir veya daha fazla bağımsız değişkenle ilişkisini incelemek için kullanılır. SEM'in amacı, bir teorik modeli test etmek veya bir veri setinde bulunan ilişkileri açıklamak için kullanılan bir araçtır. Bu yöntem, karmaşık ilişkileri modellemek ve test etmek için güçlü bir araç olabilir, ancak doğru bir şekilde kullanıldığında önemli sonuçlar sağlar. Araştırmanın merkezinde dört ana kavram bulunmaktadır: görünürlük, dönüşümcü liderlik, personel güçlendirme ve proje başarısı. Görünürlük, liderlerin proje sürecinde açık ve erişilebilir olmalarını ifade ederken, dönüşümcü liderlik liderlerin vizyonerlik, ilham verme ve motive etme yeteneklerini içerir. Personel güçlendirmesi ise çalışanların sorumluluk alma ve karar alma yeteneklerini artırarak motivasyon ve bağlılık düzeylerini yükseltir. Bu çalışmanın dört hipotezi, görünürlük, dönüşümcü liderlik ve personel güçlendirmesi ile proje başarısı arasındaki ilişkileri öngörmektedir. Hipotezlerin test edilmesi sonucunda elde edilen bulgular, görünürlüğün ve dönüşümcü liderliğin proje başarısını doğrudan etkilediğini ve dönüşümcü liderlik ile personel güçlendirme arasında da pozitif bir ilişki olduğunu göstermektedir. Fakat personel güçlendirmenin proje başarısı üzerine pozitif bir etkisi olduğunu göstermemektedir. Bu çalışmanın bulguları, bilgi teknolojileri sektöründe liderlik tarzlarının ve personel yönetiminin proje başarısı üzerindeki etkilerini anlamak için önemli bir katkı sağlamaktadır. Sonuçlar, işletme liderlerine, proje yöneticilerine ve insan kaynakları uzmanlarına, liderlik tarzlarını ve personel yönetim stratejilerini geliştirmek için somut ipuçları sunmaktadır.

Özet (Çeviri)

In today's rapidly evolving business landscape, project success is not just a goal but a fundamental necessity for organizations striving to maintain their competitiveness, drive innovation, and achieve strategic objectives. The role of effective project management is crucial in this context, as it serves as the vital link that transforms abstract ideas into tangible outcomes, products, or services. This process involves a complex interplay of planning, execution, and evaluation, with each phase requiring meticulous attention to detail to ensure that the project meets its intended goals. Project management has become increasingly sophisticated, incorporating a range of methodologies and tools designed to optimize outcomes. From Agile to Lean, and from Six Sigma to PRINCE2, the methodologies employed can vary widely depending on the nature of the project and the industry in which it is being implemented. However, despite the diversity of approaches, the core objective remains the same: to deliver projects that are on time, within budget, and meet or exceed stakeholder expectations. The importance of understanding the factors that influence project success has never been greater, particularly in sectors such as information technology (IT), where the pace of change is relentless and the stakes are high. Within this framework, this study explores the intricate relationships between visibility, transformational leadership, employee empowerment, and their collective impact on project success, specifically within the IT sector. The IT industry, characterized by its rapid technological advancements and constant innovation, presents unique challenges for project managers. These challenges include managing distributed teams, adapting to continuously evolving technologies, and meeting the ever-increasing expectations of stakeholders. The success of IT projects is often seen as a barometer of an organization's overall health and its ability to compete in a technology-driven marketplace. Project success is traditionally defined by the achievement of predefined objectives within the constraints of time, budget, and quality. However, this traditional view is expanding to include broader metrics such as stakeholder satisfaction, long-term sustainability, and the ability to adapt to changing environments. For organizations operating in the fast-paced and highly competitive IT industry, successful project delivery is not just about meeting these constraints but also about ensuring that the end product or service aligns with the strategic goals of the organization and meets the evolving needs of the market. This underscores the critical importance of understanding the factors that contribute to project success and leveraging them effectively to achieve desired outcomes. Visibility, as a critical aspect of leadership, involves leaders being accessible, approachable, and actively engaged throughout the project lifecycle. This goes beyond mere physical presence; it includes the leader's willingness to communicate openly, provide clear guidance, and make decisions in a timely manner. Visible leaders inspire confidence among team members, foster a culture of trust, and create an environment where issues can be addressed promptly, leading to more positive project outcomes. In today's increasingly globalized and digitalized world, where project teams are often spread across different geographical regions, maintaining visibility requires intentional strategies such as regular virtual check-ins, transparent communication channels, and effective use of collaborative tools. Transformational leadership, known for its emphasis on visionary thinking, inspiration, and motivation, plays a pivotal role in driving organizational change and achieving exceptional performance. Transformational leaders are characterized by their ability to articulate a compelling vision, inspire others to engage with that vision, and motivate their teams to achieve beyond their perceived limits. In the realm of project management, transformational leadership is particularly effective in fostering a culture of innovation and resilience, which is essential for navigating the uncertainties and challenges that often accompany complex IT projects. This leadership style contrasts with transactional leadership, which tends to focus on maintaining the status quo through supervision and performance-based rewards. Transformational leaders, on the other hand, are agents of change who align team objectives with broader organizational goals, thereby enhancing the overall success of projects. Employee empowerment is another critical factor that complements leadership efforts by giving individuals the autonomy, responsibility, and authority to make decisions and take ownership of their work. Empowered employees are more likely to be engaged, motivated, and committed, which translates into higher performance levels and, ultimately, project success. Employee empowerment in project management involves not only delegating tasks but also fostering a sense of ownership and accountability among team members. When team members feel empowered, they are more likely to contribute innovative solutions, address challenges proactively, and remain committed to the project's success. This is particularly important in the IT sector, where the ability to adapt to rapidly changing conditions and to innovate in response to new challenges is critical. This study employs a structural equation modeling (SEM) approach to analyze the relationships between visibility, transformational leadership, employee empowerment, and project success within the IT sector. Specifically, the study utilizes Partial Least Squares Structural Equation Modeling (PLS-SEM), a variant of SEM that is particularly well-suited for complex models with multiple variables and small to medium sample sizes. PLS-SEM is widely used in exploratory research where the primary goal is to predict key target constructs or identify relationships among variables rather than confirm established theories. PLS-SEM offers several advantages in the context of this study. First, it is a robust technique for handling complex models that include multiple independent and dependent variables. This is particularly relevant in this research, where the relationships between visibility, transformational leadership, employee empowerment, and project success are intricate and multifaceted. Second, PLS-SEM is flexible in dealing with both reflective and formative measurement models, allowing the study to accurately capture the constructs being measured. Finally, PLS-SEM does not require data to be normally distributed, making it ideal for the survey data collected in this study, which may not always conform to the assumptions of normality. One of the key aspects of utilizing PLS-SEM is ensuring the reliability of the constructs being measured. Reliability analysis in PLS-SEM often involves assessing internal consistency through measures such as Cronbach's alpha and composite reliability. These metrics evaluate the degree to which items within a construct are correlated, ensuring that they consistently reflect the intended underlying factor. A high level of internal consistency indicates that the items are reliable indicators of the construct, providing confidence in the measurement model. In this study, reliability analysis is crucial for validating the constructs of visibility, transformational leadership, and employee empowerment, as it ensures that these constructs are accurately represented and can be relied upon for further analysis. In addition to reliability, the validity of the constructs is another critical aspect that must be assessed when using PLS-SEM. Validity analysis in PLS-SEM typically includes convergent and discriminant validity. Convergent validity ensures that the items of a construct are indeed measuring the same underlying concept, which is often evaluated using average variance extracted (AVE). Discriminant validity, on the other hand, assesses the extent to which a construct is distinct from other constructs, ensuring that it measures something unique and not overlapping with other factors in the model. In this study, ensuring the validity of the constructs is essential for accurately capturing the relationships between visibility, transformational leadership, employee empowerment, and project success, thereby providing robust and meaningful insights into the factors that drive project outcomes in the IT sector. Beyond the technical aspects of PLS-SEM, the interpretation of the results is crucial for translating statistical findings into actionable insights. This involves not only understanding the direct relationships between constructs but also exploring the potential mediating or moderating effects that could further illuminate the dynamics of project success in the IT sector. For instance, the study might reveal that transformational leadership enhances the impact of empowerment on project success, or that visibility acts as a moderator, strengthening the relationship between leadership and project outcomes. These nuanced insights are essential for developing targeted interventions that can enhance project performance. Finally, the application of PLS-SEM in this study also contributes to the broader field of project management research by offering a methodological framework that can be replicated or adapted in different contexts. As organizations increasingly rely on data-driven decision-making, the ability to apply advanced analytical techniques like PLS-SEM becomes a valuable asset. By demonstrating the practical utility of this approach in understanding the complex factors influencing project success, this study not only addresses the immediate research questions but also sets the stage for future investigations that could further refine and expand our understanding of effective project management practices. By conducting a comprehensive survey among IT professionals, this study gathers data to assess the perceived influence of these factors on project outcomes. The use of PLS-SEM enables a deeper understanding of how visibility, transformational leadership, and employee empowerment interact to shape the success of IT projects. The findings of this research offer valuable insights for organizational leaders, project managers, and human resources professionals who are seeking to optimize project management practices and enhance the success rates of their projects in the dynamic IT landscape. In conclusion, this study sheds light on the pivotal roles of visibility, transformational leadership, and employee empowerment in driving project success within the context of the IT sector. By gaining a deeper understanding of these factors and learning how to harness them effectively, organizations can better navigate the complexities of project management, foster a culture of innovation and collaboration, and ultimately achieve sustainable competitive advantage in the digital age. As the IT industry continues to evolve, the insights provided by this study, supported by the rigorous application of PLS-SEM, will serve as a valuable resource for leaders and practitioners who are committed to achieving excellence in project management and sustaining their organizations' competitive edge in a rapidly changing world.

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