The Effectiveness of Project Implementation Recognizing the Interaction between LMX and Charismatic Leadership Attainment

Abstract

The present investigation examines the effectiveness of the implementation facets of the project. This study aims to depict the operational conduct of both followers and leaders within project organizations, specifically in the context of construction companies operating in Thailand’s oil and gas industries, and to explore the effectiveness of their interrelationships. The study examines the impact of charismatic leadership on citizenship behavior, project effectiveness in project organizations, and the point of project implementation. Furthermore, to enhance understanding of the role through a moderated mediation analysis of the theoretical construct within the research paradigm. The study sample comprised 450 individuals who were employed for the project. The study utilized a moderated mediation analysis to collect and analyze the data. The Leader-Member Exchange (LMX) theory provides a theoretical framework for examining the conditional effects of focal predictors at the moderator’s value of LMX. The hypothesis supports the models that the effectiveness of project implementation is more robust when the story of the relationships between charismatic leadership and employees within citizenship behavior and effectiveness be mediation. The findings indicate the leader is optimistic and passionate, which makes followers want to follow and gives them challenging tasks and higher expectations. Under radical organizational change, charisma and trust in a leader are strong. However, research suggests charisma isn’t simple trait leaders have. Accordingly, Leader-Member Exchange did not interact with charismatic leadership’s effect on project implementation through citizenship behavior and effectiveness. Leader-Member Exchange mediates negative affectivity and performance.