The Effectiveness of Project Implementation Recognizing the
Interaction between LMX and Charismatic Leadership Attainment
PIYACHAT JARUTIRASARN, THANAWATDECH THIRAPATSAKUN
Department of General Management, Faculty of Business Administration,
Ramkhamhaeng University,
2086 Ramkhamhaeng Rd, Hua Mak, Bang Kapi, Bangkok, 10240,
THAILAND
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.
Key-Words: - Moderated mediation analysis, Construction companies, Oil and gas industries, Thailand, Project
organization.
Received: May 7, 2023. Revised: July 28, 2023. Accepted: August 7, 2023. Published: August 11, 2023.
1 Introduction
Difficulties arise in the aftermath of pandemics and
economic crises, [1]. Thus, the management strives
to implement execution and establishes an
appropriate deployment strategy. The construction
firms in Thailand's oil and gas industry rely heavily
on workers working together with leadership teams
to accomplish construction projects more
successfully. An appropriate leadership style is
essential to project implementation as determined by
the project manager or supervisor of a construction
project. Leadership management enhances the
effectiveness of project implementation. Charisma
may be described as the extent to which a leader's
exemplary behaviors cause followers to connect
with him, [2], or the amount of faith, respect, and
inspiration he instills in his followers. Individual
consideration refers to a leader's ability to consider
subordinates individually by delegating exciting
initiatives, creating learning opportunities, and
attending to their personal needs. Intellectual
stimulation encourages associates to think and
reason in novel ways before acting and lets them
view situations from various perspectives.
Moreover, according to, [3], although leadership
actions and beliefs, follower traits, interpersonal
connection characteristics, and environmental
factors are significant groups of Leader-Member
Exchange (LMX) antecedents, leadership variables
account for the most significant amount of variation
in LMX quality. One study by, [4], demonstrates
that the leader-follower relationship mediates a
portion of the relationship between leader-follower
congruence or incongruence and follower loneliness
in the workplace. In addition, LMX quality
positively correlates with organizational
commitment and job satisfaction but negatively
affects job stress, [5]. Consequently, LMX quality
has been discovered to have a crucial impact on
individual performance; managers (leaders and
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supervisors) can influence the performance of their
staff, [6].
In this study, we will present insights on the
relationship between citizenship behavior and
effectiveness in project organizations and LMX, as
well as how each influences the effectiveness of
project implementation through various
methodologies. According to, [7], a construction
project may be viewed as a temporary multi-
organization comprised of several project
participants who labor on the project's margins.
How these project participants perceive they have
been handled may influence their behavior as
citizens and the project's success.
Project organizations differ from permanent
organizations in several specific ways that are
inherent to them. In the following discussion, we
use LMX and charismatic leadership as independent
variables influencing the effectiveness of project
implementation, which is the dependent variable. To
the best of charismatic leadership, the interaction
between LMX and charismatic leadership
influencing citizenship behavior and effectiveness
and the effectiveness of project implementation has
several different perspectives, all of which have not
been explored. Addressing that gap is one of the
objectives of this paper.
2 Literature Review
To what extent does any positive outcome relate to
the effectiveness of project implementation in the
construction companies of Thailand's oil and gas
industries? Consequently, alternative methods are
essential for assessing the effectiveness of a project.
Developed metrics for evaluating the
implementation process's point, the project's
perceived value, and customer satisfaction with the
end outcome. Several scholars have attempted to
determine factors that lead to the effectiveness of
project implementation by managers. However, a
gap remains regarding the precise individual
characteristics and intra-team processes contributing
to effective project performance, [8]. In addition,
[9], identified the main performance criteria of
construction projects as financial stability, work
progress, quality, health and safety, resources, client
relationships, consultant relationships, management
capabilities, claim and contractual disputes,
subcontractor relationships, reputation, and amount
of subcontracting.
Whereas, [10], point out that there is more to the
effectiveness of project implementation than
meeting time, cost, and quality objectives, the
project management community needs to be
educated regarding this. Additionally, [11],
indicated that construction time is becoming
increasingly significant since it frequently acts as a
critical benchmark for evaluating a project's success,
and the effectiveness of project implementation in
an organization is required. The point of project
implementation has been widely discussed in project
management literature. Most studies on project
success focus on dimensions of factors influencing
the effectiveness of project implementation, [12].
Achieving effectiveness in a construction project is
an important goal, [13]. According to [14],
monitoring, accurately monitoring, and anticipating
project outcomes will be challenging. Moreover,
[15], evaluated sustainable development activities in
project management and maturity, considering
organizational culture as a performance measure in
project-driven organizations. Critical to the process
is gaining a deeper understanding of the significance
of developing an appropriate organizational culture
in project-driven enterprises, which is necessary to
enhance project managers' leadership competence.
Charism is the attribution made by subordinates
who see the characteristics and behavior. As a
result, they do not attribute charisma solely to
personality or circumstance elements but rather to
charismatic leadership between leader and
followers. A leader's charisma is not a trait that
outside observers can identify. Still, charismatic
leadership may alter followers' attitudes toward
embracing the promoted vision and what is
necessary to make it a success. According to the
Conger and Kanungo theory, conduct in the setting
of charismatic leadership results in superior follower
performance compared to a non-charismatic
leadership style. The former is expected to result in
improved task performance, group cohesiveness,
value congruence, group consensus, and a
strengthened commitment to organizational
objectives. A project manager's or supervisor's
leadership skills have been closely linked to
successful output in project management. Thus,
[16], found that the relationship between a project
leader's characteristics and the project
implementation's effectiveness exhibits specific
positive leadership behaviors, such as shared vision,
challenging the process, and enabling others to act.
Followers identify with leaders who enthusiastically
communicate purpose in simple ways and arouse
their emotions. Thus, charismatic leadership breaks
down followers' resistance to their vision by
evoking emotions and expressing them simply, [17].
Moreover, task performance is detailed and
depends on behavioral traits, [18]. Distribution,
planning, coordinating, and overseeing are all
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examples of task-related tasks. Task performance
behavior is generally connected with the
organizational member's technical skills and job-
specific knowledge, [18]. Cognitive capacity
influences task performance more than contextual
performance by impacting task knowledge, skills,
and routines. Management of the effectiveness of
project implementation relies on many essential
practices, such as level of knowledge, leaders,
construction, technology, and workers. Numerous
parties are involved, including the public and private
sectors, as well as several processes or stages of
work.
Consequently, the level of project effectiveness
depends on the competencies of organizational
management (financial, scope, time, resources, and
quality), technical, and sponsor (managerial
expertise of the respective or stakeholder parties)
while considering and being aware of the associated
risk management and external factors (business
environment, economic situation, and political
situation). Although the management effectiveness
of the project in organizations. It is becoming more
complicated than in the past decade. Therefore,
some sophisticated approaches are necessary to deal
with leadership, team building, team effectiveness,
practices, and project implementation procedures,
such as initiating, planning, financing, designing for
approval, and implementing until completing a
project, [19].
While a construction project may be viewed as a
temporary, multi-organizational undertaking, their
study, [20], reported that organizational citizenship
behavior drives organizational effectiveness. The
efficiency of initiatives through which
organizational citizenship is conducted improves
intra-organizational performance. Additionally,
civic conduct remains a contributor to inter-
organizational, [20]. Organizational citizenship
behavior also enhances organizations' effectiveness
so that project management becomes more cohesive,
and the project team implements policies and
procedures that encourage success. After several
investigations into organizational citizenship
behavior, [21], explored the hypothesis that
individual-level leader charisma is indirectly
associated with team organizational citizenship
behavior via individual-level leader trust. In
addition, in situations of extreme organizational
transformation, the positive association between
charisma and faith in a leader is robust.
Furthermore, [22], revealed that charismatic
leadership had a positive relationship with
leadership effectiveness and many organizational
outcomes across several different types of
organizations, situations, quality levels of analysis,
and organizational cultures, especially regarding
productivity. In addition, [23], [24], found that
charismatic leadership positively influenced
followers' commitment, satisfaction, identification,
and perception of fairness. In addition, another
paper by [25], asserted that charisma is about trust
in the leader. As mentioned, to explain the
supporting hypothesis: to what extent does any
positive direct effect of charismatic leadership,
citizenship behavior, effectiveness, and LMX relate
to the effectiveness of project implementation in the
construction companies of Thailand's oil and gas
industries? As mentioned earlier, the research's
reasonable summary evidence allowed for the
development of the following conclusion and
hypothesis:
Hypothesis 1a: Charismatic leadership
positively influences the effectiveness of the
project implementation.
Hypothesis 1b: Charismatic leadership
positively influences citizenship behavior and
effectiveness.
Hypothesis 1c: Citizenship behavior and
effectiveness positively influence the
effectiveness of the project implementation.
In addition, to what extent does any positive
outcome interact with the effectiveness of project
implementation in the construction companies of
Thailand's oil and gas industries? LMX quality has
been found to play an essential role in individual
performance. According to [26], research has
demonstrated the positive effect of leadership on
team trust and performance. However, the leader's
actions contradict the concepts of trust, respect, and
mutual duty upon which high-quality exchanges are
founded, [27]. While a superior LMX has not
predicted the magnitude of performance, only high
levels have, [6]. In 2005, [25], provided empirical
support for the influence of transformational
leadership and high-quality LMX connections on
task performance and citizenship behavior. The
effectiveness of followers in the current literature
suggests that LMX is reasonable for workplace or
site benefits, [28]. Leader-member exchange
motivates subordinates, and LMX predicts
outcomes.
Furthermore, LMX refers to the productive
interaction between leaders and followers, which
increases organizational value, productivity,
competence, and efficiency. Mutual help, trust,
attitudes, attention, loyalty, and respect are some of
the elements of LMX. In [29], from 2009 shows that
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empowerment moderately affects the relationships
between LMX quality, supervisor-rated job
performance, and citizenship behavior and
effectiveness. As a result, LMX theory investigates
the quality levels of relationships between
supervisors and subordinates on the premise that
leaders form varying connections with their
associates, ranging from excellent to ineffective. In
addition, the benefits of high-quality LMX
connections included preferential treatment and
increased performance-related feedback. In addition,
[30], study how leaders' emotional management
tactics influence the attitudes and behaviors of their
subordinates in the workplace. Besides, they
observed that followers' views of the leader-member
exchange relationship affected vital relationships
and their outcomes.
Whereas the leader's overall effectiveness is
determined by the quality of their connection or
LMX, and the strength of these ties can predict
various outcomes, the quality of the leader's
connection, or LMX, determines the leader's overall
effectiveness, [31]. Consequently, LMX suggests
that different relationships between leaders and their
followers emerge within work units or groups. In
[32], authors examine the relationship between
charismatic leadership and the lower-order
components of the LMX in their 2016 study. When
the moderating effect of communication frequency
was considered from the perspective of a follower,
all of the LMX sub-factors were strongly influenced
by charismatic leadership, indicating that charisma
is a complex trait that not all leaders possess.
This justification predicts that organizations with
high levels of LMX will have more excellent
charismatic leadership and citizenship behavior and
effectiveness effects on the effectiveness of the
project implementation than companies with low
levels of LMX. They are investigating how
charismatic leadership interacts with the LMX
lower-order factors: It has been demonstrated that
charismatic leadership substantially influences all of
the LMX sub-factors from a follower-based
perspective, indicating that charisma is more than
just a primary attribute that confident leaders
possess. The reasonable summary evidence from the
research, as previously noted, allowed for the
creation of the following conclusion and assertion:
Hypothesis 2: The level of LMX that moderated
mediation through citizenship behavior and
effectiveness affected the relationship between
charismatic leadership and the effectiveness of
project implementation in the construction
companies of Thailand's oil and gas industries.
Hypothesis 3: The mediation through
citizenship behavior and effectiveness indirectly
affected the relationship between charismatic
leadership and the effectiveness of project
implementation in the construction companies
of Thailand's oil and gas industries.
3 Research Methodology
The study was designed with a quantitative
approach to research using a deductive positivistic
paradigm. The method used in this study to collect
primary data was a questionnaire survey.
Practically, the research aims to test hypotheses as
formulated before, with the main object being a
significant correlation between the model supports
the hypothesis 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. The investigations of interaction
degree in charismatic leadership, Leader-Member
Exchange, through citizenship behavior and
effectiveness, predicted the scale of the
effectiveness of project implementation. This
research used a survey method as the main
instrument for data collection; primary data was
collected through questionnaires. Meanwhile,
MODMED, a program to compute moderated-
mediation analysis, calculates the conditional
indirect effect of an independent variable upon the
dependent variable through a mediating variable as
conditioned by a moderating variable. The influence
of the moderating variable can be assessed in terms
of the path from the independent variable to the
mediator and the path from the mediator to the
dependent variable.
3.1 Conceptual Model
Fig. 1: Conceptual framework
The conceptual framework (Fig. 1) highlights
charismatic leadership as the foundation of the
effectiveness of the project implementation
leadership approach. Citizenship behavior and
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effectiveness are vital components of charismatic
leadership and the effectiveness of project
implementation contexts, as they relate to
perceiving and responding to the success of project
execution breakthroughs through the effectiveness
of employee motivation. This study made
contributions in the following areas: project
performance by examining whether the
effectiveness of the project implementation has a
complementary effect on the potential mediator via
citizenship behavior and effectiveness; and
leadership by offering a moderation-mediation
analysis of the possible moderating influence of the
LMX in the relationship between charismatic
leadership and citizenship behavior and
effectiveness.
3.2 Demographic Data
The respondent's profile consists of information
consistent with gender, age, marital status,
education level, work experience, and position. The
details of the acquired data are presented below in
Table 1.
Table 1. Respondent’s demographics and facilities
information
Characteristics
Frequency
%
Response rate
450
100.00
Job Position
Project Manager,
Superintendent
225
50
Employees
225
50
Job Category
Project management
225
50
Engineering and design
55
24.4
Q A & Q C
43
19.1
Supervision & Construction
Control
78
34.7
Administration
25
11.1
Safety management
24
10.7
Gender
Male
412
91.6
Female
38
8.4
Age
18 - 30 years
70
15.6
31 – 40 years
178
39.6
41 – 50 years
165
36.6
Over 50 years
37
8.2
Period of working on the
current project
Less than 3 months
4
.8
≥ 3 months < 6 months
5
1.0
≥ 6 months < 12 months
27
6.1
≥12 months < 18 months
36
8.1
≥18 months < 24 months
45
9.9
≥ 24months
333
74.1
3.3 Data Collection
The sample population comprised 450 employees.
All participants work as members of project
management teams for oil and gas construction
businesses in Thailand. The subordinates are
employees, and the construction project involves
their tasks.
3.4 Research Instrumentation
The study applied measurement adapted from the
previous studies to measure the variable used on a
five-point Likert scale. The variables do
operationalize each dimension. The instrument was
adapted primarily by Slevin and Pinto [33], to
measure the effectiveness of the project
implementation; the reliability of .86 < < .98
consists of measurement instruments of 30 items to
apply for measuring the model aspects of ten
dimensions that are, in conclusion, the following: 1)
Project Mission, 2) Top Management Support, 3)
Project Schedule/Plan, 4) Client Consultation, 5)
Personnel, 6) Technical Tasks, 7) Client
Acceptance, 8) Monitoring and Feedback, 9)
Communication and 10) Trouble-Shooting. In
addition, the measurement scale of citizenship
behavior and effectiveness consist of helping
behaviors, project loyalty, project-based
compliance, individual initiative, and relationship
maintenance. Were adapted mainly from Braun, et
al. [34], composed of the questions of 20 items
having a Cronbach’s .68 < < .88. Furthermore, the
measurement scale of the LMX, adapted from Graen
and Uhl-Bien [35], has been identified as the
preferred instrument to measure the perceived level
of respect, trust, and obligation, that is, dimensions
of LMX, between a leader and a member. It consists
of seven question items that illustrate the reliability
of Cronbach’s .73< <.86. Last, the Conger-
Kanungo Scale (CKS) adaptive fromConger and
Kanungo [36], assessed charismatic leadership
behavior; it consists of the 5 CKS subscales and
questions (15 items) and showed Cronbach’s .75 <
< .87, which means that the constructs have
validity and adequate internal consistency estimates,
[37]. Therefore, this is a summary of the instruments
used in the study.
3.5 Measurement
All p-values related to loading values are less than
or equal to.05 and statistically significant.
Moreover, each value factor loading is greater than
0.60, [38]. In addition, all the value scales of the
extracted average variance (AVE) of twenty-seven
items are more significant than 0.5. Consequently,
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these outcomes constitute an acceptable criterion. It
is claimed that these 27 elements characterize the
structure of the instrument survey the best. In the
exploratory study, each Cronbach's alpha purity and
dependability were 0.70 or 0.60, and the composite
reliability (CR) ranged between 0.903 and 0.978, as
indicated in Table 2. This analysis found that all
factors produced dependability scale values above
the acceptable threshold of 0.70, as shown in Table
2.
3.6 Data Analysis
We adopted the moderated mediation analysis
procedures outlined by [39], to test the proposed
moderated mediation effect. With the SPSS
MODMED macro, we provided information about
which variables in the model to be estimated
function as the independent variables, the mediator,
the outcome, and the moderator in the desired
analysis. In the present study, charismatic leadership
was the independent variable, citizenship behavior,
and effectiveness were the mediators, the
effectiveness of the project implementation was the
outcome, and Leader-Member Exchange was the
moderator. Independent regression analyses were
performed with the SPSS MODMED macro.
Following the recommendation of [40], the
variables were centered before the computations.
The results are shown in Table 4, Table 5, and Table
6. On every factor, a descriptive investigation was
conducted. The strength of linear relationships
between relevant data pairs was measured using
Pearson correlation coefficients. The Bonferroni
technique corrects the P-value for multiple
comparisons and numerous correlations[41]. In
addition, the assumptions were tested using a
moderated-mediation analysis from Model 7 as part
of the conceptual framework data analysis
implementation and which was adapted from
Preacher and colleagues' code for a single mediator,
[42], diagram drawing based on the original
PROCESS diagrams in the documentation for his
prior and most recent versions of his SPSS
PROCESS macro.
Table 2. Convergent validity: Standardized Factor
Loading (), The variance due to the measurement
error (Var.(δ)), Composite Reliability (CR),
Average Variance Extracted (AVE)
4 Research Results
4.1 Descriptive Statistics Results
Table 3 presents the scale reliability, means, and
standard deviations for each scale and interscale
correlations for all variables. Table 2 reveals that
there are substantial correlations among the
independent variables. Charismatic leadership is
significantly correlated with citizenship behavior
and effectiveness (r = .761) and the effectiveness of
the project implementation (r =.748); citizenship
behavior and effectiveness and the effectiveness of
the project implementation are significantly
correlated (r =.822). However, all the normal
Constructs
Items
2
Var.
(δ)
AVE
CR
F1
(CLS)
CLS1
.789
.623
.377
CLS2
.751
.564
.436
CLS3
.871
.759
.241
.695
.919
CLS4
.869
.755
.245
CLS5
.879
.773
.227
F3
(CBE)
CBE1
.745
.555
.445
CBE2
.859
.738
.262
CBE3
.880
.774
.226
.653
.903
CBE4
.849
.721
.279
CBE5
.689
.475
.525
F4
(LMX)
LMX1
.768
.590
.410
LMX2
.750
.563
.438
LMX3
.788
.621
.379
LMX4
.845
.714
.286
.629
.922
LMX5
.868
.753
.247
LMX6
.793
.629
.371
LMX7
.731
.534
.466
F5
(EPI)
EPI1
.891
.794
.206
EPI2
.938
.880
.120
EPI3
.872
.760
.240
EPI4
.889
.790
.210
EPI5
.862
.743
.257
.817
.978
EPI6
.877
.769
.231
EPI7
.873
.762
.238
EPI8
.912
.832
.168
EPI9
.989
.978
.022
EPI10
.927
.859
.141
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distribution validates the tests of the sample groups,
and normal distribution indices, skewness, and
kurtosis scale confirmed the principle of gathered
responsiveness. The suggested acceptance criteria
are that the skewness scales should be kept at -3 to
3, as stated by Stuart and Ord [43]. The collected
data comes from 450 respondents, a sizeable
sample. The testing supports and confirms the
consistency of the principal normal distribution
criterion. The results indicated that the skewness
scales varied from -.148 to -.676, while the kurtosis
scale ranged from -.020 to -1.137. Consequently,
based on the normal distribution principle of the
sample group, the findings indicated that it met the
requirements, which means that the problems due to
multicollinearity are minimal in the present study.
4.2 Measurement Model
Table 4, Table 5, Table 6, Table 7, and Fig. 2 show
the results of a moderated-mediation evaluation of
the research questions to see if the answers
supported hypotheses H1a, H1b, H1c, H2, and H3.
Assessment of Coefficient of Determination (R2):
[44], suggests that the value of R2 implies that 0.75
is considered substantial, 0.50 is moderate, and 0.25
is regarded as a weak coefficient in determining the
predictive accuracy of a research model. As shown
in Table 4, the exogenous latent variables indicated
that 58.10% of the CBE variance in the conceptual
model is considered to be moderate.
Considering the outcome variable CBE, Table 4
demonstrates that CLS directly affects CBE with an
influence coefficient of 0.759 and a p-value of .000.
On the other hand, the direct impact of LMX on the
CBE coefficient level is statistically insignificant,
with an influence coefficient of -.036. In the same
way, the interaction between the CLS and LMX
variables has an effective coefficient of -.025 on
EPI, which is not statistically significant.
Taking into account the outcome of a model
summary of interactions: According to Table 5, the
LMX was classified into three classes (high,
medium, and low). In the conditional table, the
LMX values are the mean and +/-SD from the mean.
Fig. 3 contains data for showing the conditional
effect of the focal predictors.
Thus, Fig. 3 depicts the conditional effects of
the focal predictors CLS at the moderator's values of
the low LMX group being somewhat more than
those of the high LMX group. The interaction
between CLS and LMX and the suggested link
between CLS and CBE did not alter significantly
when the LMX was separated into three groups
(high, medium, and low, based on +/- 1SD). The
group with low LMX was more susceptible to the
effects of CLS on CBE than the group with high
LMX.
Table 3. Descriptive Statistics, Correlations, and Scale Reliabilities for Variables
Variable
M
SD
Skewness
Kurtosis
LMX
EPI
CLS
CBE
LMX
.928
4.138
.655
-.148
-1.137
1
-.063
-.027
-.069
EPI
.959
4.327
.549
-.676
-.106
-.063
1
.748**
.822**
CLS
.799
4.138
.481
-.301
-.355
-.027
.748**
1
.761**
CBE
.842
4.346
.480
-.636
-.020
-.069
.822**
.761**
1
N=450, **Correlation is significant at the 0.01 level (2-tailed).
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Fig. 2: Statistical Diagram: Illustration of analysis results of the interaction effects of a moderated-mediation
analysis
Significance level: *P-value < 0.05, **p-value < 0.01, ***p-value < 0.001
Table 4. Result for a model summary of outcome variable of CBE, CLS, LMX
Mode Summary
R
R2
MSE
F
df1
df2
p
.762
.581
.097
206.213
3.000
446.000
.000***
Model
Coeff
se
t
p
LLCI
ULCI
Constant
4.346
.015
295.450
.000***
4.317
4.375
CLSCBE
.759
.031
24.741
.000***
.669
.819
LMXCBE
-.036
.022
-1.592
.112
-.080
.008
CLS*LMXCBE
-.025
.049
-.509
.611
-.120
.071
Table 5. Result for a model summary of the conditional effect of the focal predictors: CLS*LMXCBE
Conditioning Values
CLS
LMX
CBE
LOW
-.481
-.655
.3996
.000
-.655
4.369
.481
-.655
4.742
-.481
.000
3.981
MED
.000
.000
4.346
.481
.000
4.711
HIGH
-.481
.655
3.965
.000
.655
4.323
.481
.655
4.680
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Fig. 3: Illustration conditional effect of the focal predictors of graph analysis results of CBE, CLS, LMX
by Moderated-mediation analysis
Table 6. Result for a model summary of outcome variable of CBE, CLS, EPI, and CLS by CBE interaction
Mode Summary
R
R2
MS
E
F
df1
df2
p
.843
.711
.088
550.1
72
2.0
00
447.0
00
.00
0
Model
Coe
ff
se
t
p
LLCI
ULCI
Constan
t
1.33
7
.195
6.845
.000***
.953
1.721
CLSE
PI
.332
.045
7.413
.000***
.244
.420
CBEE
PI
.688
.045
15.35
3
.000***
.600
.776
Test (S) of CLS by CBE interaction
F
df1
df2
p
CLS*C
BE
4.25
6
1.000
446.0
00
.040*
Table 7. Result for the summary of hypothesis testing for the theoretical model: Direct effects on the
conceptual model
Hypothesis No.
Results
Hypothesis 1a: Charismatic leadership positively influences the effectiveness of the project
implementation.
Accepted
Hypothesis 1b: Charismatic leadership positively influences citizenship behavior and
effectiveness.
Accepted
Hypothesis 1c: Citizenship behavior and effectiveness positively influence the effectiveness of the
project implementation.
Accepted
Hypothesis 2: The level of LMX that moderated mediation through citizenship behavior and
effectiveness affected the relationship between charismatic leadership and the effectiveness of
project implementation in the construction companies of Thailand's oil and gas industries.
Rejected
Hypothesis 3: The mediation through citizenship behavior and effectiveness indirectly affected the
relationship between charismatic leadership and the effectiveness of project implementation in the
construction companies of Thailand's oil and gas industries.
Accepted
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The results, as mentioned above, led to the
testing of the hypothesis and to explaining the
supporting hypotheses 1a, 1b, and 1c about the
extent to which CLS and CBE have a direct
beneficial influence on EPI in the construction
businesses of oil and gas sectors (Table 7). In
addition, as a result of the preceding, the results of
the hypothesis testing explain the supporting
hypothesis: the degree of LMX interaction between
CLS and CBE is more robust when the level of
LMX is distinct. Table 7 displays the outcomes.
Considering the outcome variable EPI: Table 6
illustrates that the coefficient of determination (R2)
evaluation is comprehensive as the exogenous
latent variables explain 71.10 percent of the
variation of the outcome variable EPI in the
conceptual model. In addition, the data showed that
CLS had a direct impact on EPI, as evidenced by
an influence coefficient of .332 that was
statistically significant at the .000 level. Similarly,
the CBE has a statistically significant impact value
of .688 on EPI (p <0.001).
As a consequence of the above, considering the
result for a model summary of the outcome variable
of conditional indirect effects of CLSs on EPI via
CBE, as Table 6 illustrates, the test of CLS by CBE
interaction had an indirect impact on EPI, as
evidenced by the statistically significant test at the
.040 level. These reasons led to supporting the
testing results of the hypothesis and explaining the
supporting hypothesis presented in Table 7.
5 Conclusion
5.1 Discussion
The findings demonstrated that the conceptual
framework substantially influenced individual
leaders' effectiveness in project implementation.
One of the things that each component affects is
how it shows that the leader is optimistic and
passionate, which makes followers want to follow
and gives them challenging tasks and higher
expectations. At the same time, the results revealed
a strong positive effect on individual leaders' and
subordinates' citizenship behavior effectiveness.
Consequently, the indicates evidence for latent
variables associated with the path coefficients of
the components (β -Value) .795, with a significant
(P-value < .001). Enhanced superiors supported
novel viewpoint results of previous studies that
indicate that individual leader-level Charisma is
directly tied to the work team through individual-
level assisting behaviors, project loyalty, project-
based compliance, individual initiative, and
relationship maintenance in the leader studies
researched by [21].
Next, the result distinctive assesses good
citizenship's impact on project implementation.
Therefore, the structural equation model results
show a link between charismatic leadership and
citizenship behavior effectiveness with the path
coefficients of the components (β -Value) is .688,
with a significant (P-value < .001). However,
paradoxically, the dispute about charismatic
leadership's favorable benefits on organizational
outcomes highlights their importance, [16], [17],
[21], [25].
In contrast, results, as researched and postulated
with Leader-Member Exchange, moderated
charismatic leadership and citizenship behavior at
the workplace or construction site. High-quality
Leader-Member Exchange interaction depends on
charismatic leadership and effective citizenship
behavior. When Leader-Member Exchange is
distinct, charismatic leadership and citizenship
behavior effectiveness interact strongly. Thus, [29]
mentions that charisma isn't simple trait leaders
have. Based on this logic, Leader-Member
Exchange did not moderate charismatic leadership's
effect on project implementation through
citizenship behavior and effectiveness. Leader-
Member Exchange mediates negative affectivity
and performance [6], [25]. Hence, the quality of a
leader's relationship with subordinates predicts
different outcomes, as do the results of earlier
research, [29], [30].
In addition, the findings reveal a mediated,
indirect effect on the effectiveness of project
implementation. Charismatic leadership improves
subordinate performance. This led to better task
performance, group cohesion, value unity,
consensus, and organizational goal commitment.
Statistically significant latent construct variables
are supported.
Lastly, the findings reveal a mediated, indirect
effect on the effectiveness of project
implementation. Charismatic leadership improves
subordinate performance. This led to better task
performance, group cohesion, value unity,
consensus, and organizational goal commitment.
Statistically significant latent construct variables
are supported.
5.2 Theoretical Implications
Research has consequences. First, this study's
results are consistent with others. Charisma and
positive relationships are linked in studies. The
results show the theoretical implication is adequate.
The result confirmed earlier research. Charismatic
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leadership includes environmental awareness,
member sensitivity, strategic vision, personal risk-
taking, and unusual conduct. Thus, the factors
mentioned above affect citizenship behavior.
Defending the project against external criticism
showed project loyalty. Project-based compliance
followed all project rules and instructions and
contractual obligations. An individual's initiative is
also based on whether they contribute their ideas to
operational project work, even if it's not required.
The last element, relationship maintenance,
quantifies the need to retain communication with
certain external project personnel even after we are
no longer involved in the same project.
Finally, charismatic leadership, citizenship
behavior, and effectiveness validated the results
and promoted project execution. Support improved
project implementation. The mission's clarity and
comprehensiveness are assessed if subordinates
understand the project's essential aims. "Top
management support" means upper management
understands project needs (money, time, workforce,
and equipment). A project plan or schedule outlines
project steps. A clear project plan with timelines,
milestones, personnel, and equipment needs
measures success. Client consultation emphasizes
communication, consultation, active listening, and
project users' needs. The staff recruits, selects, and
trains project team members with acceptable
technical and management skills; technical tasks
seek the necessary technology to complete specific
tasks (equipment, training programs). Networks
and data benefit all project actors. How well project
team members, other impacted groups, and upper
management understand policy or procedure
changes. Troubleshooting means addressing
"problem areas" and proposing solutions to
unanticipated crises and project deviations. The
positive outcomes conceptual framework aids
project implementation.
5.3 Practical Implications
First, managerial deployment in implementing
charismatic leaders' policies and project
implementation effectiveness was critical to
performance in various businesses. Relationships
between leaders and followers that clash over
policy are essential to the success of initiatives and
the performance of an organization.
The second is the vision of a desirable and
attainable future state; the charismatic leader must
communicate this vision to stimulate the followers,
other members of the project, and the wider public
community. Entrepreneurship should be enhanced,
seize new opportunities to achieve goals, and
provide inspiring strategic and organizational goals.
Inspirational: Able to motivate by articulating the
importance of corporate members' actions
effectively.
5.4 Research limitations
All policymakers who use study results should note
this. Cross-sectional data show causality. Only oil
and gas-related construction projects were
considered construction businesses.
5.5 Future Research
The paradigm is a composite of charismatic
leadership, giving a moderation-mediation analysis
of the Leader-Member Exchange, Citizenship
Behavior Effectiveness, and the Effectiveness of
Project Implementation. It contributes to the
organization industry, from construction companies
to oil and gas industries. Academic research is
insufficient for investors, consultants, and
practitioners. Due to the insufficiency of this study,
future research may find it challenging to identify
exogenous and endogenous variables that lead to
comprehensive implementation.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed to the present
research, at all stages from the formulation of the
problem to the final findings and solution.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflict of interest to declare.
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