Research on the Influences of Task Interdependence on Team Performance in the Context of the Leader–Member Exchange Differentiation in the Public–Private Partnership Projects

Abstract

Task interdependence is essential in sustainable cooperation, conflict prevention, and performance improvement of public–private partnership (PPP) project teams and promotes the sustainable development of PPP projects. Based on the theoretical logic of Input–Process–Output (IPO), integrating Team Process Theory and Leader–Member Exchange (LMX) Theory, we constructed a mediated model of task interdependence, team reflection, team performance, and leader–member exchange differentiation in PPP projects. Based on this, we conducted questionnaire research and research analysis on 168 PPP project teams. The results of the study indicate that task interdependence in PPP projects has a significant positive effect on team performance, and there is a significant mediating role of team reflection in the relationship between task interdependence and team performance. The leader–member exchange differentiation in teams not only moderates the relationship between task interdependence and team reflection and team reflection and team performance but also further moderates the indirect effect of task interdependence in PPP projects on team performance through team reflection. The findings extend the impact effects of task interdependence in engineering projects, as well as the moderating mechanisms of leader–member exchange differentiation in Chinese organizational scenarios, providing lessons for PPP project team performance management and sustainable development of PPP projects.