Research On The Impact Of Project Manager’s Ambidextrous Leadership Style On Engineering Project Team Performance From The Perspective Of Power

With the rapid development of the construction industry and the increasing complexity of construction projects,the engineering project team has become the basic unit of the construction enterprise,which plays an important role in carrying out engineering construction activities and connecting internal and external social networks.The level of team performance of the direct builders of the engineering project is related to the overall construction progress and quality of the project to a certain extent;The improvement of performance and overall performance is also related to the long-term development of the enterprise.In the engineering project team,the leadership style and behavior of the project manager as the team leader will profoundly affect the working state and way of the team members,thus having an impact on the team performance."The leadership style of thinking has attracted more and more attention from scholars at home and abroad in recent years.Based on this,this paper believes that it has important theoretical and practical significance to establish a research model of project managers’ ambidextrous leadership style and engineering project team performance from the perspective of power,and introduces tacit knowledge sharing,an important variable at the team level,to explore the above concepts mechanism of action between them.This paper first sorts out related concepts,and then through interviews with four project teams of China Railway and China Railway Construction Corporation,explores the impact of project managers’ ambidextrous leadership style and tacit knowledge sharing on project team performance.On this basis,taking the empowering and imperative leadership styles of project managers from the perspective of power as the independent variables,tacit knowledge sharing as the mediating variable,and project team performance as the dependent variable,a theoretical model of empirical research is established and corresponding research hypotheses are put forward..In the actual operation process,the measurement of the above variables in this paper refers to the existing mature scales in domestic and foreign literature,and the questionnaires are formed and distributed.Finally,291 valid questionnaires are collected.The data are analyzed by statistical software such as SPSS and Amos.The research hypotheses were tested and the final research results were obtained.The results show that: the synergy of authoritative leadership style,imperative leadership style and ambidextrous leadership style has a significant positive impact on the performance of engineering project team;tacit knowledge sharing is in the authoritative leadership style,imperative leadership style and ambidextrous leadership style.The effect of style coordination on project team performance plays a mediating role.Based on the above results,this study gives management suggestions to improve the performance of engineering project teams from two aspects: selecting and cultivating project managers with ambidextrous leadership skills and building an invisible knowledge sharing mechanism for engineering project teams.