CHAPTER 4 DATA ANALYSIS

4.1 INTRODUCTION

In the process of data collection, a total of 54 responses were collected from project
managers, technical leaders, software quality assurance leaders, team leaders and senior
management. Data collection mainly done through questionnaires, interviews and
observations. Collected data used for the further analysis to express the whole project
reflection through figures for the purpose of analysis.

Data analysis is one of the significant chapters of the report since it reflects on the research
outcome from the gathered data by numbers. The variables proposed in Chapter 3 under the
conceptual framework are used to analyze the key characteristics of project leadership and its
impact on IT project success in offshore IT companies in Sri Lanka. As mentioned in the
chapter 3, the final sample size was identified with having 54 person inputs.

After studying the Bass and Avolio [12] multi-factor leadership questionnaire (MLQ), the
questionnaire for this research was developed. The dimensions of transformational
leadership, transactional leadership and laisses faire leadership in multi-factor questionnaire
were used as the basis to examine leadership behaviors in this research. Apart from
leadership behaviors, the study also examined four project success factors, namely, project
scope, project time, project budget and project quality. Different scores of “Not at all” (1),
“Once in a while”(2), “Sometimes”(3), “Fairly Often”(4) and “Frequently”(5) five-point
rating format was used to rate leadership behaviors and outcome of project success factors.
The questionnaire scale ranged from 1 (low) to 5 (high) on the Likert scale, higher mean
scores reflect responses that indicate higher attributions of the leadership characteristics and
vice versa.

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During the data gathering, a set of 75 questionnaires was sent to professional IT leaders in
offshore IT companies in Sri Lanka, among that 58 questionnaires were received with the
responses. Each response was pre-processed to ensure data validity and integrity. Incomplete
responses were eliminated using interviews and directly contacting the responder. With the
process of data validity and integrity 54 valid questionnaires were taken for further analysis
in this research.

Figure 4.1 below, shows the distribution in terms of the responder positioned in each
organization’s hierarchy. The numbers of responses were equally distributed among the
different leadership positions in the IT sector. The highest numbers of responses were
received by technical leaders and quality assurance leaders, as the bigger segment of the IT
industry leadership position is covered by these two hierarchy levels.

Figure 4.1: Responses by positions of leaders

The participation of leaders having 2-5 years of experiences and practicing leadership
position is significant as well as the leaders who are have more than 5 years of experiences in
IT Industry. The number of responses received from the leaders is evenly distributed among
the leaders who are having different levels of experiences in leading different categories of
IT projects. This can be seen in Figure 4.2 below.

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 Figure 4.2: Responses by Experiences Categories

4.2 RELIABILITY ANALYSIS

Preceding any comprehensive analysis, a reliability test of gathering data with reference to
the variables defined was carried out. Each variable has been covered by at least three
questions from the questionnaire to maintain data integrity.

Reliability Statistics
Table 4-1: Reliability Statistics

Case Processing Summary

Table 4-2: Case Processing Summary

The widely-accepted social science cut-off is that Cronbach's alpha should be 0.70 or higher
for a set of items to be considered a scale, however some use 0.70 or 0.80 while others go as
low as 0.60. It is noted that when alpha is 0.70, the standard error of measurement will be
over half (0.55) standard deviation. For the data collected in this research, the Cronbach's
44
alpha value is 0.852 which indicates that the questions in the questionnaire are indeed valid
and reliable.

4.3 DESCRIPTIVE STATISTICS ANALYSIS

Descriptive statistics are used to describe the basic features of the data in this study such as
Mean, and Standard Deviation. The descriptive statistics used in this research is to simply
describe what the data indicates in a more general sense and in a more manageable form. The
Mean is used to describe the central tendency of the collected data in this research. As the
questionnaire scale ranged from 1 (low) to 5 (high), a higher mean score reflects responses
that indicate higher attributions of the leadership characteristics and vice versa. The Standard
Deviation used to show the relation that set of responses has to the mean of the sample and
serves as a statistical measure of variation in this data distribution

Table 4.5 compares the ratings of the responses received from the targeted sample of this
research. The results clearly show that the concentrated IT workforce more practicing the
leadership characteristics of an idealized influence (mean = 4.0139), inspirational motivation
(mean = 4.0231), intellectual simulation (mean = 4.0139) and Lassez Faire (mean = 4.0309)
when compared against other leadership characteristics such as individualized consideration
(mean = 3.9769), contingent reward (mean = 3.4938), active management (mean = 3.0926)
and passive management (mean =2.9074).

When considering the project success of offshore IT companies in Sri Lanka, most of the
organizations mainly concentrating on the project budget (mean = 4.0185) and the project
quality (mean = 4.3426) of the final output while comparing them two other variables
namely project scope (mean = 3.9398) and project time (mean = 3.8951).

45
4.3.1 Descriptive Statistics analysis for Grouped Variables

Table 4-3: Descriptive statistics with grouped variables

Standard
Scale N Minimum Maximum Mean Deviation
Transformational factors
Idealized Influence ( II)
54 2.75 5.00 4.0139 0.43279
Inspirational Motivation
(IM) 54 2.75 5.00 4.0231 0.45368
Individualized
Consideration (IC) 54 3.00 4.75 3.9769 0.47650
Intellectual Simulation (IS)
54 2.50 5.00 4.0139 0.42175
Transactional Factors
Contingent Reward (CR)
54 2.00 5.00 3.4938 0.53686
Active Management (AM)
54 2.00 4.00 3.0926 0.5734
Passive Management (PM)
54 1.67 4.33 2.9074 0.58427
Laissez Faire leadership
factors
Laissez Faire (LF)
54 3.00 5.00 4.0309 0.49002
Project Success Factors
Budget
54 2.75 5.00 4.0185 0.41735
Time
54 2.33 5.00 3.8951 0.59987
Scope
54 3.00 5.00 3.9398 0.48549
Quality
54 3.00 5.00 4.3426 0.51234
Valid N (list wise)
54

Figure 4.3 shows the graphical representation of the same data in table 4.5 for further
understanding.

4.3.2 Descriptive Statistics – Grouped Variables analysis by graph

5.00

4.00

3.00
Mean

2.00

1.00

0.00
Grou Grou Grou Grou Group Group Group Grou Group Grou Group Group
p_II p_IM p_IC p_IS _CR _AM _PM p_LF _BU p_TI _SC _QU

Figure 4.3: Descriptive grouped variables mean analysis

46
Key: Group_II –Group Idelized Influence, Group_IM - Group Inspirational Motivation, Group_IC -Group Individualized Consideration ,
Group_IC- Group Intellectual Simulation , Group_CR – Group Contingent Reward , Group_AM – Group Active Management, Group_PM
– Group Passive Management , Group_LF - Group Laissez Faire , Group_BU – Group Budget, Group_TI – Group Time, Group_SC –
Group Scope, Group_QU – Group Quality

Table 4.6 further details the leadership characteristics identified in Table 4.5. Table 4.6
indicates how each individual in offshore IT companies in Sri Lanka practices each
individual characteristic among the team in order to achieve project success. Further more
according to table 4.6, the most practicing leadership characteristics by the Sri Lankan
offshore IT leaders are; always acting as a role model to the followers (mean = 4.28), respect
the team members (mean = 4.41), taking risks of the project (mean = 4.00), motivational
ability (mean = 4.35), having a clear vision (mean = 4.24), consider about the members
growth (mean =4.24) , guiding and coaching (mean = 4.19), creative (4.24), expressing of
ideas freely (4.15), availability to the team members (mean = 4.28), delay on responding to
the teams considerations (4.15), timely updating to the team(mean = 4.11 and providing
resources on time(mean = 4.13). With a mean value of more than 4.00 which indicate that the
answers to the above characteristics have been scattered around the value 4 (Fairly often).

4.3.3 Descriptive Statistics – Individual variable Analysis

Table 4-4: Descriptive statistics before grouping the variables

N Minimum Maximum Mean Std. Deviation

Idealized Influence-Role
Model 54 3 5 4.28 .656
Idealized Influence-Respect
team members 54 2 5 4.41 .659

Idealized Influence-Risk taker

54 2 5 4.00 .614
Idealized Influence -Using
Leadership Power 54 2 5 3.37 .875
Inspirational Motivation -
Motivational ability 54 3 5 4.35 .588
Inspirational Motivation -
Confidence on followers 54 3 5 3.78 .604
Inspirational Motivation –
Power and Authority 54 2 5 3.72 .685
Inspirational Motivation -
Leaders vision 54 2 5 4.24 .671
Individualized Consideration
- Consider member growth 54 3 5 4.24 .671

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Individualized Consideration
- Respect individual 54 3 5 3.78 .664
difference
Individualized Consideration
-Identify core competencies 54 3 5 3.70 .537

Individualized Consideration
- Guiding and coaching 54 3 5 4.19 .646

Intellectual Simulation-
Creativity 54 3 5 4.24 .473
Intellectual Simulation-
Leaders Governed ability 54 2 5 3.94 .596
Intellectual Simulation-
Development of Team 54 2 5 3.72 .627
members
Intellectual Simulation-
Freedom to express ideas 54 3 5 4.15 .492

Contingent Reward -
Optimistic ability 54 2 5 3.46 .745
Contingent Reward -Need to
work as you desired 54 1 5 3.31 .843

Contingent Reward -
Providing suitable rewards 54 2 5 3.70 .882

Active management -Decision

making power 54 2 5 3.81 .826
Active management - Leaders
strictness 54 1 4 2.11 .861
Active management -
Recognize achievements 54 1 5 3.35 .914
Passive Management -
Passive problem solving 54 1 5 1.87 1.133
Passive Management -
Reactions to the problems 54 1 5 3.11 .945

Passive Management -
Waiting for things to go 54 1 5 3.74 .894
wrong
Laissez Faire - Avoids
Involvement 54 2 5 3.67 .673
Laissez Faire - Availability 54 3 5 4.28 .656
Laissez Faire - Delay
Responding 54 3 5 4.15 .737
Budget- Updating 54 2 5 4.11 .664
Budget - Providing Resources
54 3 5 4.13 .436
Budget - within the budget 54 2 5 3.96 .751
Budget - Planning 54 3 5 3.87 .674
Time - Scheduling 54 2 5 4.00 .752
Time - on time 54 2 5 3.80 .711
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 Time - clear on end 54 1 5 3.89 .769
Scope - agreed on scope 54 1 5 3.96 .672
Scope - communication
channels 54 3 5 4.15 .563
Scope - understood the scope
54 2 5 3.72 .856
Scope - roles and
responsibilities 54 3 5 3.93 .696
Quality - within quality
parameters 54 3 5 4.31 .577
Quality - meet end user needs
54 3 5 4.37 .653
Valid N (list wise) 54

Frequency analysis was conducted in order to ascertain if the gathered data in this research
was normally distributed. For the analysis of frequencies as a measurement, the mean,
variance and standard deviation were taken. The graphs below were used to describe the
distributions of the gathered data. By looking at these graphs which were created for all
dependent and independent variables, the reader can identify and conclude that the gathered
data for all the variables are normally distributed and clustered around the mean of the data
distribution.

Above Table 4-5 indicates the Frequency Analysis for each independent and dependent
variable in this study. This table has a measured frequency analysis of each individual and
dependent variables. The mean value indicates the representing answer of each

4.4.1 Variable Statistics

Table 4-5: Variable statistics - Frequency analysis

II IM IC IS CR AM PM LF Budget Time Scope Quality

Valid 54 54 54 54 54 54 54 54 54 54 54 54
N Missing 0 0 0 0 0 0 0 0 0 0 0 0
Mean 4.0139 4.0231 3.9796 4.0139 3.4938 3.0926 2.9074 4.0309 4.0185 3.8951 3.9398 4.3426
StandardDevi
ation .43279 .45368 .47650 .42175 .53686 .57340 .58427 .49002 .41735 .59987 .48549 .51234

Variance
.187 .206 .227 .178 .288 .329 .341 .240 .174 .360 .236 .262

Key: II –Idelized Influence, IM - Inspirational Motivation, IC - Individualized Consideration , IC- Intellectual Simulation , CR – Contingent
Reward , AM – Active Management, PM – Passive Management , LF - Laissez Faire , BU – Budget, TI – Time, SC – Scope, QU –
Quality

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Frequency Analysis for Idealized Influence

Table 4-6: Frequency analysis table – Idealized Influence

Figure 4.4 below shows the distribution of answers received for the questions, asked to
measure the idealized influence of a leader from the given sample. This is an empirical
distribution, which is also known as the normal distribution. Gathered data for the idealized
influence has been normally distributed and the data has gathered around the mean of 4.0139
and standard deviation of 0.43279. The bell curve indicates that most of the answers for the
questions to measure the idealized influence are close to the mean, while fewer people have
provided answers different than the mean value. With a 0.4327 standard deviation these data
implies that the data is tightly clustered around the mean in the data set.

Figure 4.4: Frequency analysis graph – Idealized Influence

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Frequency Analysis for Inspirational Motivation

Table 4-7: Frequency analysis table – Inspirational Motivation

Figure 4.6 below shows the distribution of answers received for the questions, asked to
measure the inspirational motivation of a leader from the given sample. Gathered data for the
inspirational motivation has been normally distributed and the data has gathered around the
mean of 4.0231 and with a standard deviation of 0.45368. The bell curve indicates that most
of the answers for the questions to measure the inspirational motivation are close to the
mean, while fewer people have provided answers that are different from the mean value.
With a standard deviation of 0.45368 these results indicate that the data is tightly clustered
around the mean in the data set.

Figure 4.5: Frequency analysis graph - Inspirational Motivation

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Frequency Analysis for Individualized Consideration

Table 4-8: Frequency analysis table – Individualized Consideration

Figure 4.6 is that of a histogram which indicates that the practice of individualized
consideration characteristics by project leaders in the offshore IT industry is normally
distributed, with the mean of 3.9769 and standard deviation of 0.4765. The bell curve
indicates that most of the answers to the questions to measure the individualized
consideration are close to the mean, while fewer people have provided answers that are
different from the mean value.

A Standard deviation of 0.4765 indicates a small variance among the answers received to
measure individualized consideration among Sri Lankan offshore IT leaders.

Figure 4.6: Frequency analysis graph - Individualized Consideration

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Frequency Analysis for Intellectual Simulation

Table 4-9: Frequency analysis table – Intellectual Simulation

The histogram in Figure 4.7 indicates the practice of intellectual simulation characteristics by
project leaders in the offshore IT industry which is normally distributed as having a mean of
4.0139 and standard deviation of 0.42175. The bell curve indicates that most of the answers
for the questions to measure the intellectual simulation are close to the mean, while fewer
people have provided answers that differ from the mean value. A standard deviation of
0.42175 indicates a small variance among the answers received to measure intellectual
simulation among Sri Lankan offshore IT leaders.

Figure 4.7: Frequency analysis graph – Intellectual Simulation

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Frequency Analysis for Contingent Reward

Table 4-10: Frequency analysis table – Contingent Reward

Figure 4.8 below shows the distribution of answers received for the questions, asked to
measure the contingent reward of a leader from the given sample. Gathered data for the
contingent reward has been normally distributed and the data has gathered around the mean
of 3.4938 and with a standard deviation of 0.53686. The bell curve indicates that most of the
answers for the questions to measure the contingent reward are close to the mean, while
fewer people have provided answers different than the mean value. With a 0.53686 standard
deviation these results explain, that the data is tightly clustered around the mean in the data
set.

Figure 4.8: Frequency analysis graph – Contingent Reward

54
Frequency Analysis for Active Management

Table 4-11: Frequency analysis table – Active Management

Figure 4.9 below shows the distribution of answers received for the questions, asked to
measure the active management of a leader from the given sample. Gathered data for the
active management has been normally distributed and the data has gathered around the mean
of 3.0926 and with a standard deviation of 0.5734. The bell curve indicates that most of the
answers for the questions to measure the active management are close to the mean, while
fewer people have provided answers that vary from the mean value. With a 0.5734 standard
deviation these results indicate that the data is tightly clustered around the mean in the data
set.

Figure 4.9: Frequency analysis graph – Active Management

55
Frequency Analysis for Passive Management

Table 4-12: Frequency analysis table – Passive Management

Figure below 4.10 shows the distribution of answers received for the questions that asked to
measure the passive management of a leader from the given sample. Gathered data for the
passive management has been normally distributed and the data has gathered around the
mean of 2.9074 and with a standard deviation of 0.58427. The bell curve indicates that most
of the answers for the questions to measure the passive management are close to the mean,
while fewer people have provided answers that are differing from the mean value. With a
0.58427 standard deviation these results indicate that the data is tightly clustered around the
mean in the data set.

Figure 4.10: Frequency analysis graph – Passive Management

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Frequency Analysis for Laissez Faire

Table 4-13 Frequency analysis table – Laissez Faire

Figure 4.11 below shows the distribution of answers received for the questions asking to
measure the laissez faire leadership characteristics of a leader from the given sample.
Gathered data for the laissez faire has been normally distributed and the data has gathered
around the mean of 4.0309 and with a standard deviation of 0.49002. The bell curve indicates
that most of the answers for the questions to measure the laissez faire are close to the mean,
while fewer people have provided answers much different from the mean value. With a
0.49002 standard deviation these results indicate that the data is tightly clustered around the
mean in the data set.

Figure 4.11: Frequency analysis graph – Laissez Faire

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Frequency Analysis for Budget

Table 4-14: Frequency analysis table – Budget

According to the graph and frequency analysis shown in figure 4.12 the study can prove that
the data gathered for Budget has been normally distributed and the data has gathered around
the mean of 4.0185 and with a Std.dev of 0.41735. The bell curve indicates that most of the
answers for the questions to measure the budget of the project are close to the mean, while
fewer people have provided answers that vary from the mean value. With a 0.41735 standard
deviation these results indicate that the data is tightly clustered around the mean in the data
set.

Figure 4.12: Frequency analysis graph – Budget

58
Frequency Analysis for Time

Table 4-15: Frequency analysis table – Time

According to the graph and frequency analysis in Figure 4.12, the study can prove that the
data gathered for time has been normally distributed and the data has gathered around the
mean of 3.8951 and with a standard dev of 0.59987. The bell curve indicates that most of the
answers for the questions asking to measure the time of the project are close to the mean,
while fewer people have provided answers deviating from the mean value.

Figure 4.13: Frequency analysis graph – Time

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Frequency Analysis for Scope

Table 4-16: Frequency analysis table – Scope

According to the graph and frequency analysis, the study can prove the data gathered for
scope has been normally distributed and the data has gathered around the mean of 3.9398
and with a Std. Dev of 0.48549. The bell curve indicates that most of the answers for the
questions to measure the scope of the project are close to the mean, while fewer people have
provided answers different from the mean value.

Figure 4.14: Frequency analysis graph – Scope

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Frequency Analysis for Quality

Table 4-17: Frequency analysis table – Quality

According to the graph and frequency analysis, study can verify that the data gathered for
quality has been normally distributed and the data has gathered around the mean of 4.3426
and with a std.dev. of 0.51234. The bell curve indicates that most of the answers for the
questions to measure the quality of the project are close to the mean, while fewer people
have provided answers different from the mean value.

Figure 4.15: Frequency analysis graph – Quality

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4.5 INFERENTIAL ANALYSIS

4.5.1 Hypotheses Analysis

Correlation and regression analysis were used to determine the factors which will most
influence the combination of dependent variables such as IT Project Success with the
independent variables. This is mainly measuring the influence on project success on the
independent variables such as Idealized Influence, Inspirational Motivation,
Individualized Consideration, Intellectual Simulation, and Contingent Reward, Active
Management, Passive Management and Laissez Faire leadership.

The Pearson correlation coefficient is calculated for each scenario since the questionnaires
were designed based on a 5 point Likert scale. Stepwise regression analysis was used for the
data analysis. At each step the independent variables not in the equation that has the smallest
probability of F, was entered if the probability was sufficiently small. Variables already in
the regression equation are removed if the probability of F becomes sufficiently large
(criteria: Probability of F to enter ≤ 0.050, Probability of F to be removed ≥ 0.100). The
method terminates when no more variables are eligible for inclusion or removal.

The linear relationship between dependent variables such as project success and the
independent variables such as Idealized Influence, Inspirational Motivation,
Individualized Consideration, Intellectual Simulation, Contingent Reward, Active
Management, Passive Management and Laissez Faire were investigated using correlation
analysis which provided a correlation coefficient that indicated the strength and direction of
the linear relationship.

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4.5.2 Formulated Hypotheses

Table 4-18: Formulated Hypotheses Table

Transformational Leadership

H0-1 There is NO relationship between Idealized Influence and the Project Success

HA-1 There is A relationship between Idealized Influence and the Project Success

H0-2 There is NO relationship between Inspirational Motivation and the Project Success

HA-2 There is A relationship between Inspirational Motivation and the Project Success

H0-3 There is NO relationship between Individualized Consideration and the Project Success

HA-3 There is A relationship between Individualized Consideration and the Project Success

H0-4 There is NO relationship between Intellectual Simulation and the Project Success

HA-4 There is A relationship between Intellectual Simulation and the Project Success

Transactional Leadership

H0-1 There is NO relationship between Contingent Reward and the Project Success

HB-1 There is A relationship between Contingent Reward and the Project Success

H0-2 There is NO relationship between Active Management and the Project Success

HB-2 There is A relationship between Active Management and the Project Success

H0-3 There is NO relationship between Passive Management and the Project Success

HB-3 There is A relationship between Passive Management and the Project Success

Laissez Faire Leadership

H0-1 There is NO relationship between Laissez Faire and the Project Success

HC-1 There is A relationship between Laissez Faire and the Project Success

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4.6 CORRELATIONS ANALYSIS

4.6 1 Descriptive Correlations Analysis

Table 4-19 Descriptive Correlations Analysis

N Minimum Maximum Mean Std. Deviation

Idealized Influence 54 2.75 5.00 4.0139 .43279
Inspirational Motivation 54 2.75 5.00 4.0231 .45368
Individualized Consideration 54 3.00 4.75 3.9769 .47650
Intellectual Simulation 54 2.50 5.00 4.0139 .42175
Contingent Reward 54 2.00 5.00 3.4938 .53686
Active Management 54 2.00 4.00 3.0926 .57340
Passive Management 54 1.67 4.33 2.9074 .58427
Laissez Faire 54 3.00 5.00 4.0309 .49002
Budget 54 2.75 5.00 4.0185 .41735
Time 54 2.33 5.00 3.8951 .59987
Scope 54 3.00 5.00 3.9398 .48549
Quality 54 3.00 5.00 4.3426 .51234
Valid N ( list- wise ) 54

4.6.2 Cross Correlation Analysis

Cross Correlation Analysis - Pearson

Table 4-20: Pearson Cross Correlations Analysis

** Correlation is significant at the 0.01 level (2-tailed).

* Correlation is significant at the 0.05 level (2-tailed).

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According to the Pearson cross correlation analysis between dependent variable project
success and the all independent variables as per Table 4-20, the hypothesis analysis for each
variable can be explained as follows.

There is a high degree of correlation in a project’s success with Idealized Influence,

Inspirational Motivation, Individualized Consideration and Intellectual Simulation. Hence
the null hypothesis will reject the four variables and HA-1, HA-2 , HA-3 and HA-4 are accepted.

At the same time this indicates there is no relationship with a project’s success and
Contingent Reward, Active Management, Passive Management and Laissez Faire. Hence the
Hypothesis of HB-1, HB-2 , HB-3 and HC-1 will be rejected and null hypothesis will be
accepted.

Rank Correlation Analysis - Kendall tau

Table 4-21: Kendall tau Cross Correlations Analysis

Rank Correlation Analysis – Spearman

Table 4-22: Spearman rank Correlations Analysis

According to the Kendall tau and Spearman’s rank correlation analysis, the relationship
between dependent variable project success and the all independent variables can be
explained in the following manner.
65
The relationship between project success and the leader’s characteristics can be ranked in
following order. There is a high degree of correlation between project success and
Intellectual motivation, Idealized Influence, Individualized Consideration and Laissez Faire
leadership. The relationship between Project success and Intellectual Stimulation, Contingent
Reward, Active Management and Passive Management is week.

5.7 OVERALL RESULT OF THE STUDY

Based on the analysis carried out in this chapter, the study has concluded the following
regarding the relationship between leadership styles and the project success in Sri Lankan
offshore IT companies.

• Sri Lankan offshore project IT leaders primarily take on the role of a role model for
his or her followers, respecting the team members, taking risks on the project, having
motivational power, having a clear vision, considerate towards the members’ growth,
guiding and coaching, creative, expressing of ideas freely, accessible to the team
members, sometimes delay responding to the teams considerations, timely updating
to the team and providing resources on time.

• Sri Lankan offshore project IT leaders mainly follow the Transformational leadership
style and their main characteristics can be categorized as Idealized Influence,
Intellectual Stimulation, Individualized consideration and Inspirational Motivation.
• Transformational and Laissez Faire leadership styles having a good relationship
between the success of the offshore IT projects and leadership styles in Sri Lankan IT
leaders in offshore IT companies.

• This indicates Transactional leadership style does not bring up the subordinates true
performances towards the project success in Sri Lanka offshore IT industry.

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Below equation can be used to measure the IT project successY = Y1 + Y2 + Y3 + Y4
Y = β0 + β1 X1 + β2 X2 + β3 X3 + β4 X4 + β5 X5 + β6 X6 + β7 X7+ β8 X8

Y = IT Project Success

Y1 = Budget

Y2 = Time

Y3 = Scope

Y4 = Quality

X1 = Idealized Influence

X2 = Inspirational Motivation

X3 = Individualized Consideration

X4 = Intellectual Simulation

X5 = Contingent Reward

X6 = Active Management

X7 = Passive Management

X8 = Laissez Faire

5.8 SUMMARY

Data analysis chapter is the core chapter associated with the research. It concentrated on the
analytical dimensions of the research. The initial part of the chapter proposed a reliability
analysis to find out reliability of the collected data. Subsequently the chapter moved into two
major analysis namely descriptive analysis and inferential analysis. A comprehensive
frequency and correlations analysis provided for the inferential analysis. Finally a detailed
hypotheses analysis provided and conclusions drawn based on the researched data.

Research findings and the recommendations for further study areas are identified in the
following chapter.
67