Impact of transformational leadership on execution of information technology projects in the Western Cape

Abstract

Introduction: This research examined the relationship between transformational leadership and technically skilled resources in the execution of information technology (IT) projects in the Western Cape. Problem statement: If followership is a critical determinant of leadership, it is obvious that the correct leadership style should be applied to reach the desired outcome. Literature has revealed that businesses that are first to market with new technology or have a competitive advantage over their competitors achieve greater success, growth and revenue and are more sustainable. The Project Management Institute (PMI 2014:2) reports that only 56% of strategic initiatives meet their original goal or business intent. There are many styles of leadership; however, is unclear whether transformational leadership has a greater impact on technically skilled resources in the execution of IT projects, which may increase the likelihood of a successful project outcome. Therefore, this study aimed to examine the relationship between transformational leadership and technically skilled resources to determine if the result of such leadership is increased followership and/or project success. Aims/Objective of study: Primary objectives of the research: The primary objective of the research to be undertaken is to explore the effects of transformational leadership when applied to technically skilled resources in the execution of IT projects in the Western Cape. Secondary research objectives: This research seeks to contribute to the followership body of knowledge by gaining insight into leadership characteristics that evoke or motivate followership within the skilled resource population through targeted questionnaires to develop understanding of the power and influence of transformational leadership. This is achieved by addressing the following sub-objectives to examine the primary research objective further: 1. Ascertain if there is a relationship between the level of skill and IT project outcomes. 2. Examine the relationship between transformational leadership characteristics and successful IT project outcomes in the Western Cape. 3. Determine if there are characteristics of transformational leadership that have a negative or positive impact on IT project execution. 4. Identify leadership characteristics that influence employee performance in the IT environment positively. Methodology: The research was conducted in two distinct stages, which ran concurrently. It consisted of an empirical study with a dual focus on two interrelated target populations that each received its own questionnaire. Each questionnaire was designed from a different perspective to elicit answers to the research questions. One was from the perspective of a leader or manager and the other from a subordinate, subject matter expert or technically skilled resource. Surveys were completed anonymously and subjected to strict data governance to ensure the integrity, accuracy and completeness of all data collected. Ethical considerations: Permission was sought and obtained from the individuals voluntarily participating in this study. Respondents were informed that their answers would be used for research purposes only and that there was total anonymity in completing the research survey. Main results and findings: The data results concluded that leaders and managers are applying transformational leadership in the execution of IT projects in the Western Cape. The results also confirm leaders’ and managers’ preference for transformational leadership and its characteristics, such as intellectual stimulation, inspirational motivation, idealised influence and individual consideration, over traditional styles such as transactional and laissez faire leadership. Analysed responses to individualised questions highlight uniqueness as an important characteristic in transformational leadership, manager and follower dynamics. It implies that skilled resources hold this characteristic in the highest regard and that it encourages a unique supportive relationship and sharing of ideas. While transformational leadership is preferred by both surveyed cohorts, transactional and laissez faire leadership styles were also evident in certain circumstances. Skilled resources confirmed that incentives or rewards are sometimes offered for work and goal completion. In task execution skilled resources showed a preference for managers and leaders to be more hands-off and allow the work to continue. Research limitations: The study was constrained to the information communication technology sector in the Western Cape. Only respondents from the Western Cape were included, whether managers, leaders, IT subject matter experts or skilled resources; all others were excluded. Only fully completed survey responses were recorded. Practical Implications: The overall results of the study confirm the existence of transformational leadership in the execution of IT projects from not only from managers’ and leaders’ perspective, but also from that of skilled resources. Their responses provide much insight into the desired leadership formula that creates an environment in which skilled resources can be motivated. Originality/Value: Many studies have explored transformational leadership; however, none of these has specifically examined the relationship between skilled resources in the execution of IT projects in the Western Cape. This study will provide valuable insights into leadership that resonates with skilled resources.