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The present study was designed to determine the influence of two factors on four IT project dimension outcomes: factor 1) IT project managers’ Leadership Self-Efficacy and factor 2) the use of ITPM tools. Specifically, the study investigates the influence of each factor on the odds of project success in the four selected IT project dimensions, using logistic regression.

The study investigates data from the interview transcripts with a Natural Language Processing technique involving word frequencies and associations between words in the text data of the interview transcripts of the group of participants who have high LSE scores and in the interview transcripts of participants who have lower LSE scores (based on the LSE scores assessed from the LSE survey mentioned above). The words selected for the NLP analysis represented concepts related to success, failure and the project manager, ITPM tools and IT project manager behaviours related to each of the project dimensions. This text analysis technique was chosen to explore the transcripts of the interviews and uncover insights regarding the relationship between IT project managers LSE and IT project management tool usage and regarding viewpoints concerning accountability and ownership of both successful and unsuccessful project outcomes.

This study does not apply traditional definitions of success which tend to concern overall project success in terms of budget, time frames, and end user satisfaction, but, rather, considers the component level of IT projects and gives a focus to the use of dimension-specific ITPM tools and perceptions of success or failure in four key dimensions of IT projects where effective tool use for knowledge sharing is critical. This study builds on and supports previous research and expands further with statistical analysis and new perspectives.

The results of this study be of particular benefit to IT project management practitioners as it will provide them with specific constructs that they can apply to improve their project management leadership skills. The concrete recommendations will enhance present training, feedback, support of IT project management, and, possibly, project team member leadership training, including the development of self-efficacy and Leadership Self-Efficacy.

27 The results and conclusions of the present study will also lead to further research and further improvement of training and support of IT project managers and their team members, facilitating increased successful project outcomes from enhanced self-aware awareness, confidence, job satisfaction, and effective project involvement of essential people.

1.10 Thesis Structure

The thesis is divided into ten chapters.

Chapter 1 - discusses the nature of the research and introduces the aims and objectives. Additionally, a description of intended work to be carried out is provided.

Chapter 2 - presents a review of the literature related to project management, leadership, and Leadership Self-Efficacy.

Chapter 3 - explains the research method. The participants, data types and collection, and data analysis methods are outlined in detail.

Chapter 4 - presents and discusses the qualitative analysis of the data gathered from the semi-guided recorded interviews with the 29 participants.

Chapter 5 - presents an examination of the collected survey data, and some cross analysis of selected items from the questionnaire regarding leadership qualities and behaviours and self-reported leadership style. An overview of the survey data and observations regarding trends are discussed. A discussion of the main points of the interviews data is also included.

Chapter 6 - addresses Research Questions One and Two and concerns data analysis using Logistic Regression. The process is explained in detail, and the results show the influence of IT project managers’ possession of Leadership Self- Efficacy on the odds of successful outcomes in each of the four project dimensions under study. The results also show the influence of the utilisation of each of the eight IT project management tools on the odds of success in the related dimension.

Chapter 7 - addresses Research Question Three. The chapter shows a word to vector text analysis of the transcripts of the recorded interviews. The analysis involves word frequencies and word associations. The results for IT project managers who possess higher degrees of Leadership Self-Efficacy are compared

28 with the results of those who possess lower degrees of LSE and impact of IT project management tools utilisation.

Chapter 8 - shows the triangulation process of comparing the results from qualitative and quantitative data analyses, and interpreting contextual support, similarities or complementation.

Chapter 9 - discussions of the results of the study and the interpretations and possible applications of the results as seen in Chapters Four, Five, Six, Seven and Eight.

Chapter 10 - provides a brief review of the highlights of this work, the results, academic and practical contribution and recommendations for possible applications of the same in training interventions, and support resources for IT project managers and team members. It also outlines the limitations experienced during this research, and recommendations for further research regarding Leadership Self-Efficacy, leadership and management, and their relevance to IT project management and to project management in general.