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[en] This study examines the possible relationship between leadership competency and project performance within an Indonesia project-based organization setting. Four mediating variables are considered in the analysis: industry type, project complexity, project strategic value, and contract type. Design/methodology/approach: A cross-sectional quantitative survey was administered to empirically evaluate the theoretical model. The targeted population was projected in Indonesia and a snowball sampling method was utilized. Out of 183 respondents, 81 responded to the invitation, which accounts for a 44.2% response rate. Findings: It was found that the leadership profiles of more and less successful project managers differ, which suggests a positive association between competency and performance. More importantly, the evidence suggests that both industry type and complexity moderate the relationship. The different patterns of leadership profiles for successful managers in three types of industries—const ruction, information and communication technology (ICT), and consultancy—and under different project complexity levels were observed. No substantial evidence was observed for the moderating effects of “project strategic value” and “contract type.” It was also found that across contexts, three attributes of leadership differently influence performance in the following order of importance: IQ, MQ, and EQ. Generally, the results agree with the findings of past similar studies in different countries. However, some variations were found at a more detailed level, which may be due to cultural differences. Research limitations/implications: The study further extends the existing body of knowledge on project leadership, as it provides a new understanding on leadership profile and its efficacy within different contexts of project-based organizations in Indonesia a case of a developing country. Practical implications: It exposes project practitioners to different leadership profiles that lead to successful and unsuccessful projects within different settings. This study provides an original work (theoretical and empirical) on a leadership area of project management within a specific context of a developing country.
[en] Simple coprecipitation method has been used to produce nanoparticles of MgO (magnesia), MgO·Al2O3(spinel), Y2O3(yttria) and Fe3O4(ferrite). The raw materials were, in respective, magnesium powder, magnesium and aluminium powders, ytrria powder, and natural sand. The coprecipitation included the use of suitable acid and base to dissolve the powders or sand and to produce precipitates, as well as the use of water to wash and purify the precipitates, and drying at relatively low temperatures, namely lower than 100 deg. C, followed by heating at 450 deg. C, 750 deg. C, 600 deg. C and 200 deg. C to produce magnesia, spinel, yttria and ferrite nanopowders, respectively. X-ray diffractometry was used to characterise the purity and nanocrystallinity of the final powders. It was found qualitatively that the powders were of high purity. Further line-broadening analysis using single-line and Rietveld-based softwares was performed to reveal the nanocrystallinity of the powders. Different line breadth values were found for the powders, indicating different crystallite sizes. It was also found that, particularly for spinel and yttria, the diffraction peaks exhibited 'longer' tails, indicating broader crystallite size distribution. The average crystallite size for the powders ranged from 3 to 70 nm. The results could then be used as 'fingerprints' for nanocrystallinity using x-ray diffractometry. The XRD crystallite sizes for yttria and ferrite nanocrystals are in fair agreement with their counterparts from electron microscopy observation.