Open Access
Psychological Determinants of Project Success: A Synthesis of Organizational Theory and Contemporary Management Practice
4
Project Manager, Product Operations, Lone Wolf Technologies Allen, Texas, U.S. (Dallas)
Abstract
In a situation where the classical indicators of project management embodied by the iron triangle (schedule, budget, scope) reveal methodological limitations, the present study turns to the toolkit of organizational psychology to elucidate deeper determinants of success. The aim of the work is to propose and substantiate an integrative model demonstrating that psychological parameters (leadership, team dynamics, motivation) serve as key predictors of the performance of contemporary projects. The methodological base includes a systematic review of scholarly publications from Scopus and Web of Science, supplemented by content analysis of strategic reports from leading industry institutes (PMI, Gartner). The findings indicate that a relational leadership style acts as a launch mechanism for the formation of psychological safety and intragroup cohesion; these factors are directly associated with increases in both objective and subjective metrics of project success, including perceived value for stakeholders. The conclusions confirm the hypothesis that the introduction of psychosocial approaches into project management practice is not merely desirable but also economically driven by the tasks of enhancing competitiveness and organizational adaptability. The material is addressed to project management office leaders, senior project managers, and researchers in management and organizational psychology.
Keywords
project management,
organizational psychology,
project success,
relational leadership,
team cohesion,
psychological safety,
motivation,
change management,
human factor,
project effectiveness.
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