Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

Paul James

Abstract


This is a research paper that is focused on assessing the leadership impacts of Project Management (JV Lead Management) on a road tunnelling construction project in Bangladesh in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership’s impact on the project. The scope for this research was the off-site supervisory team. The targeted population of interest was made up of 14 lower-managers/engineers located at one off-site main office in the late design stage/early construction phase of a road-tunnelling project.

The research outcomes consisted of four4 main themes and the corresponding 11 sub-themes.

The paper addresses raised issues and determines outcomes and implications for the continuing project construction management and the paper also indicates that the Project Management and other senior members of the JV Lead Management - both in-country and overseas -may benefit from more effective leadership training focused on utilizing and embracing contemporary project leadership developments.

The road tunnel construction management appears to be very weak due to their low level of technical knowledge, style, orientation and strategies adopted by the Project Management, who operate with a demonstrated lack of coherent leadership or oversight practiced by the JV Lead managing entity.

 


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DOI: https://doi.org/10.5296/jmr.v10i2.12779

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