The MOVE framework is grounded in extensive academic research combining qualitative and quantitative methods.

Academic Reference: DOI 10.17605/OSF.IO/NKB4J - ORCID 0009-0009-9708-0695
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Theoretical Foundations

The MOVE framework draws from a combination of leadership theory, organizational behavior, communication science, psychology, and change management.

It integrates insights on how leaders can foster trust, motivation, and conflict resolution within project environments, emphasizing the human factors that influence project success.

The approach combines elements of emotional intelligence, psychological safety, needs-based communication, and systems thinking, linking them with practical project management and governance practices.

The result is a human-centered, needs-based leadership approach that brings together motivation, mediation, and momentum in a structured, actionable way — ensuring that leadership decisions consider both the technical and interpersonal dimensions of project work.

Qualitative Research Findings

  • 53 in-depth expert interviews with project managers, sponsors, and team members across industries and countries.

  • Identified recurring patterns in needs awareness, trust building, conflict resolution, and motivational drivers.

  • Insights were coded thematically, leading to the creation of the MOVE Process, Competency, and Trust Models.

  • Strong convergence between academic theory and practitioner experience validated the model’s core elements.

Quantitative Research Findings

  • 827 survey participants representing diverse roles, sectors, and geographies.

  • Tested four hypotheses linking needs-focused leadership to motivation, team retention, project success, and leadership qualities.

  • Results confirmed positive correlations, with small to moderate effect sizes — supporting practical relevance while highlighting the complexity of leadership impact.

  • Role-based differences emerged: project managers, sponsors, and team members valued competencies differently, underscoring the need for cross-role alignment.

Methodological and Conceptual Limitations

The research acknowledges limitations such as:

  • Overrepresentation of experienced project managers (potential role bias)

  • Gender and age distribution skew

  • Language and cultural interpretation differences in the survey

  • Complexity of some survey questions and forced-ranking effects

  • Lack of psychometric validation for survey items

  • Small-to-moderate effect sizes limiting generalizability

These factors provide context for interpreting results and identifying where further research is needed.

Potential directions for expanding MOVE research include:

  • Testing the model in different cultural clusters and industry contexts

  • Measuring long-term effects of needs-focused leadership on organizational performance

  • Further developing AI-assisted leadership tools for real-time needs detection and conflict prevention

  • Exploring MOVE’s application in non-project settings such as operations, education, and healthcare

  • Investigating the ROI of needs-focused leadership in both human and financial terms

Future Research Opportunities and Open Questions

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