Leadership in projects


Project, leadership refers to the skillful management of a project. Project management is not a new phenomenon in the Business school, yet with the changes in the organization environment there is need for project leadership. Project management is not a guarantee for a project to be successful thus the option for project leadership increase the survival chance of a project in any field of interest.  Leadership focuses on the cognitive and personal traits of a project manager which differ from one individual to another (Huges, Ginnett & Curphy, 2006).

Leadership in projects

There are many reasons why project leadership outweighs the general project management. Project management is no longer a special need but compulsory in any project performance. The environmental factors that affect the running of businesses such as competition level is one of the reasons why project leadership must be put in place for unique project completion (Clarke, 2009). Time factor is another reason why project leadership is important since a leader who is time conscious will analyze the project and take note of the critical activities. Great project leaders also impose a good relation with the employees which is healthy for productiveness in the organization (Hughes, Ginette & Curphy, 2006). Functionality improvement and budget factors beneficial derivations that lead to the successful projects in any organization (Nixon, Harrington & David 2012).

Organization type versus project leadership

Projects leadership differs from one organization to another. In the case of an informal organization where there is vertical relationship between the juniors and the seniors illustrate that the project leadership is more commanding and there is no sharing of ideas. In a formal organization where consultation among all the parties is done, act as a vehicle to effective operation of activities in a project. In the various stages of the project, different leadership traits are required and therefore through training of a number of employees, project leadership performance is improved in the long run (Krog & Govendar, 2015).

Transitional and autocratic government and team performance

When the system is in transitional and is concentrated in the hands of a few members, there is manipulation of the weak. The resulting outcome is less team performance as the team work is highly discouraged. In the case of the government transition, the normal operations are delayed for some time whilst the goals are not achieved in the long run (O’Donell 2012).

Transformational leadership

This is an exceptional technique of identifying and solving problems in the course of the project. Individualized consideration, intellectual stimulation, inspirational motivation to employees and idealized influence are the main objectives of transformational leadership by a project leader (Kotylar & Karakorsky 2007).

Impact of satisfied team member for the project success

The impact of satisfied team member for the project success is that a project manager can read the signs of any faults in the project. Transparency in this case is an outcome of a satisfied team member in all the matters of the project. A positive team also cuts on the costs since team work reduces the duration of the project and the critical path of the project is completed on time. Project leadership should be invested in any project and the fruits are enjoyed for a lifetime.




Clarke, P.A. 2009, “Leadership, beyond project management”, Industrial and Commercial Training, vol. 41, no. 4, pp. 187-194.

Cross, B.J. 2003, “Self-perceived leadership”: A comparative study of domestic and international  project managers in a large United States-based engineering and construction firm,            Nova Southeastern University.

DuBois, M., Hanlon, J., Koch, J., Nyatuga, B. & Kerr, N. 2015, “Leadership Styles of Effective   Project Managers: Techniques and Traits to Lead High Performance Teams”, Journal of     Economic Development, Management, I T, Finance, and Marketing, vol. 7, no. 1, pp. 3          46.

Huges, R.L., Ginnett, R.C., Curphy, G.J. 2006. “Leadership. Enhancing the Lessons of     Experiences”, New York, McGraw-Hill.

Kotlyar, I., & Karakowsky, L. 2007,  “Falling Over Ourselves to Follow the Leader”. Journal of  Leadership Organizational Studies, Vol. 14, No. 1, 38-49

Krog, C. & Govender, K. 2015, “Servant Leadership and Project Management: Examining the     Effects of Leadership Style on Project Success”, Academic Conferences International Limited, Kidmore End, 11, pp. 201.

Nixon, P., Harrington, M. & Parker, D. 2012, “Leadership performance is significant to project     success or failure: a critical analysis”, International Journal of Productivity and Performance Management, vol. 61, no. 2, pp. 204-216.

O’Donnell, J.G. 2010, A study of the relationships among project managers’ leadership practices,  project complexity, and project success, Argosy University/Seattle.

Pomfret, D.T. 2008, “Leadership in the project environment”, A correlational study of leadership  practices and project performance, University of Phoenix.

Turner, J.R., Ralf Müller & Dulewicz, V. 2009, “Comparing the leadership styles of functional     and project managers”, International Journal of Managing Projects in Business, vol. 2,  no. 2, pp. 198-216.


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