INFLUENCE OF REWARDING AND PUNISHING ON PROJECT SUCCESS AMONG KUANTAN MALAYSIAN CONSTRUCTION INDUSTRIES

Abstract

In project-based organizations, studies into the role of leadership have usually concentrated on project managers or top management but less on leaders who coordinate several projects in order to improve project performance. This study, therefore, examines the role of leadership behaviors (e.g. reward and punishment) on project success among Kuantan, Malaysian construction industries. Using a questionnaire survey, the data were collected from 107 respondents among Kuantan construction companies. PLS-SEM techniques were used in this research to assess both the measurement and structural models. The study found a positive and significant relationship between leadership behaviors measures with reward and punishment on project success in Kuantan, Malaysia. The study reinforces the relevance of leadership behaviours in improving project success and also highlights the necessity for project-based organizations to enhance their performance.