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The purpose of this paper is to improve the reliability of the force measurement system by determining the reliable test range of dynamometer.

Based on the principle of leverage and moment balance, a general force distribution model is applicable in where the test point is located either inside or outside the support region of four three-component force links of dynamometer is established. After corroborating the correctness of the model through verification experiments, the boundary conditions that each three-component force link should satisfy are analyzed by considering the characteristic of the dynamometer components comprehensively. Furthermore, the reliable test range of dynamometer is determined, followed by a calibration experiment to verify its rationality.

The relationships between the reliable test range and the tested force, the bolt pre-tightening force and the bearing capacity of quartz wafers are clarified. Further, the experimental calibration results show that when the test point is within the reliable test range, the three-directional output voltage of dynamometer has excellent linearity and repeatability. The nonlinearity and repeatability in X-, Y- and Z-directions are all less than 1.1%.

A general mathematical model of force distribution of four three-component force links is constructed, which provides a theoretical basic for the mechanical analysis of multi-sensors’ dynamometer. Comprehensively considering the performance of dynamometer components, the value of measured force and the pre-tightening force, the simultaneous equations of reliable test range are deduced, which limits the boundary of allowable test position of piezoelectric dynamometer.

The development of project managers and leadership has been highlighted as crucial for improving project success and performance, resulting in a rise of interest in project leadership research over the last two decades. While several qualitative reviews have been conducted, there have been limited quantitative and systematic reviews on project leadership. This study fills this gap by portraying the knowledge landscape and tracking the evolution of project leadership research from 1998 to 2022 through bibliometric approaches.

Based on 816 records, including 793 articles extracted and selected from the Web of Science database and specific journals, and 23 articles selected from three non-SCI/SSCI indexed journals, the authors used CiteSpace and bibliometrix R-package to depict visualizations of the trajectory of co-cited references, the landscape of co-occurred keywords and emerging trends in project leadership via reference co-citation analysis, keyword co-occurrence analysis and thematic mapping.

The bibliometric analyses enabled the authors to understand the conceptual aspects of project leadership and its theoretical background. Three stages of the intellectual bases were identified and tracked: the infancy phase (1998–2007), the growth phase (2008–2014) and the new development phase (2015–2022). The results of keyword co-occurrence analysis indicated that the research focus evolved from investigating traits and competences to examining the effects of traditional leadership behaviors, and then considering context-specific leadership. The findings of thematic mapping and theoretical interpretation illustrate the potential directions of the competence comparison, new and appropriate leadership, and the interaction between leadership and context.

This study advanced the field by providing a systematic review of project leadership, developing potential future directions for project leadership research and providing practical implications for career development and training.

While existing literature emphasizes the importance of empowerment in construction projects, the working mechanisms of empowering leadership in the project context are unclear. Based on conservation of resources (COR) theory, this study aimed to examine the relationship between empowering leadership and project performance, highlighting the mediation roles of creative self-efficacy and leadermember exchange and the moderation role of perceived overqualification.

The authors collected data from 287 project members in different projects and tested the integrated conceptual model through moderated mediation analysis with bootstrapping strategy.

The results revealed that empowering leadership was positively related to project performance through creative self-efficacy and leader–member exchange. Perceived overqualification served as significant moderator.

The findings contribute to the understanding of empowering leadership in projects by verifying and extending the resource acquisition and investment process in the project context. The results of this study also demonstrated that creative belief and social exchange facilitate the effectiveness of project members' task efforts and outcomes and that perceived overqualification might not exert a detrimental effect on project performance.