Cultural Dynamics in UK Project Environments: Exploring the Impact of Individualistic and Collectivist Cultures on Project Outcomes

The growing discrepancy between the supply and demand for skilled project managers is a thoroughly studied problem in the field of project management. The aging of the project management workforce, the rise in jobs requiring project management experience, and the need for project managers in rapidly growing industries are driving this trend. The following industries most frequently employ project managers: technology, healthcare, finance, and construction. This study investigates the psychology of project members and their level of work-related dedication, with a specific focus on understanding the impact of cultural orientation and leadership styles on commitment levels. The study employs a theoretical framework that integrates cultural orientation and leadership qualities to guide the investigation into project dedication. To gain a better understanding of the cultural value orientations of project dedication, the research introduced the concept of collectivism, which is the tendency to exhibit high degrees of both individuality and collectivism in project success. The study utilizes a comparative research design to examine the effects of transformational and transactional leadership styles on commitment levels in both individualistic and collectivistic cultures. Data is collected through surveys of 30 respondents with at least five years of project management experience and at least involved in one project. Drawing on relevant literature, improved job performance is tangentially linked to commitment in organisational contexts with observable consequences that could affect the project outcome. Also, a person’s level of commitment is determined by their cultural orientation and behavioral traits, and in a team setting, that commitment is determined by the leadership quality of the group. This study compares the effects of transformational and transactional leadership styles on the level of commitment demonstrated by members of individualistic and collectivistic cultures. The research literature review suggests there is a stronger correlation between loyalty and transformative leadership in collectivistic societies as opposed to individualistic ones. The research findings suggest that collectivism can boost productivity and loyalty within an organization. The findings reveal a stronger correlation between transformative leadership and commitment levels in collectivistic societies compared to individualistic ones. Additionally, the study identifies that collectivistic strategies can enhance productivity and organizational commitment, whereas individualism may lower them. The study’s findings have significant implications for project management practices, highlighting the importance of considering cultural factors and leadership styles in fostering commitment and enhancing project outcomes. This research contributes to the existing literature by providing insights into the interplay between cultural orientation, leadership styles, and project dedication.