Exploring Information Technology Leaders' Decision-Making Process While Leading Projects Using a Hybrid Approach: A Qualitative Case Study

Abstract

Constant change exists in today's information technology (IT)-centric world, where IT leaders should strategically select the best approach to managing projects. A hybrid approach combines aspects from two established methodologies (predictive and adaptive) to create a process that can better align with the project's needs. The problem is IT leaders' decision-making process (how decisions are made and if emotional intelligence is involved), where their roles and responsibilities are unclear for projects using a hybrid approach. Although researchers acknowledge that this is the most common approach to leading projects, along with the definitions of the hybrid approach, there is little research providing IT leaders' perceptions of the decision-making process. The purpose of this qualitative case study was to explore the perceptions and practices of how IT leaders use and integrate emotional intelligence in the decision-making process when leading hybrid IT projects to achieve project success. Two theoretical frameworks, servant leadership and situational leadership, guided this study and aligned with the research problem, purpose, and questions. Three research questions explored IT leaders' perspectives by explaining and describing their decision-making process and emotional intelligence as an influencer. A purposive sampling of 15 IT leaders from a global organization were selected as participants in this study. Recorded interviews were conducted for thematic analysis and reporting. Data analysis was utilized with MAXQDA to code and identify categories and themes. Key findings confirmed that project decisions depend upon the effectiveness of the situation assessment and the leader's EI, which, in turn, impact the project's success.