Week 3 aplication 1

Unit 2 Assignment Evaluating a Doctoral Study In carrying out the doctoral study, the researcher used Leadership Behavioral Analysis II-Self (LABII-Self) survey to determine the success of the Project Management Professionals in carrying out virtual projects (Lee, 2010). This was very significant in articulating qualitative research since it was easy to denote changes in situational leadership style characteristics like flexibility and effectiveness in running virtual projects. In addition, the researcher carried out a massive Seventy-four surveys that clearly represented the population. Most assuredly, the decision of the researcher to use of project management office staff, project planner, or portfolio manager in carrying out the surveys was quiet significant in drawing the relationship between e-leadership styles and the success of virtual project managers. As such, the researcher effectively addressed the research problem using the Leadership Behavioral Analysis II-Self (LABII-Self) surveys and direct project staff thus avoiding bias in the study. Indeed, the concurrent triangulation mixed methods design research helps to attain the consistency of the study and thus its results. Ideally, since the project managers took part in the study, the results realized would help the project managers to improve the practice of managing virtual projects and thus their success (Lee, 2010).
Nevertheless, since the project management office staff, project planner, or portfolio managers taking part in the Leadership Behavioral Analysis are stakeholders in the study, their emanates a slim chance of biased information due to competing interests among the sample population. Actually, the results of such a study equally depended on the independence, diligence, and honesty of the interviewees. Indeed, as seen in the results of the study, the researcher established varying results in the quantitative and qualitative responses on situational leadership techniques with reference to effects on running virtual projects. The lack of the study to establish distinct levels of success between managers with high e-leadership styles and those with low scores proves that there is a discrepancy in the results (Lee, 2010). Because of this, more and detailed research on this and other related topics is necessary in deducing the e-leadership styles that determine the success of virtual projects. This equally calls for the application of the situational leadership theory for attainment of reasonable results relating to virtual projects.
Indeed, had the researcher considered other factors related to virtual projects like virtual project environment and the motivators of improved virtual projects, she would have realized better results. Additionally, the use of project managers, project planners, or portfolio managers in carrying out the surveys equally had a negative effect on the realization of reliable results. This forced the study to rely on the participants’ independence thus compromising the results. Hence, the need for more research on the effects of e-leadership on the success of virtual project managers and relevant projects. However, the study established a certain degree of variation of information from different participants and the sample’s null hypothesis was acceptable in drawing the relationship between situational leadership style and the success of virtual project (Lee, 2010). As such, we can claim that the study made a significant achievement in attaining the objectives of the study.
Reference
Lee, M. (2010). E-leadership for project managers: a study of Situational leadership and virtual project success. New York: UMI dissertation publishing.