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Project manager leadership styles significantly influence project success. Assessing and aligning these styles with project goals enhances communication, collaboration, and adaptability, which are crucial for achieving positive outcomes. In the fast-paced domain of project management, success transcends being a mere destination; it is a continuous journey sculpted by effective leadership. The nuanced and diverse styles project managers adopt serve as the guiding force behind this journey, dictating the trajectory of project success. The profound influence wielded by leadership styles underscores their pivotal role in determining project outcomes, from meeting deadlines to ensuring stakeholder satisfaction. Recognizing that success is an ongoing process rather than a static goal, project managers must navigate the dynamic landscape of project management with a keen understanding of the impact their leadership styles can have.
Explore Different Project Management Techniques
Assessing and comprehending these leadership styles is critical in pursuing triumph within project management. It involves a deliberate exploration of the various approaches, ranging from authoritative to transformational, and understanding how each resonates with the unique demands of a project. By delving into the intricacies of leadership styles, project managers equip themselves with the tools to cultivate effective communication, foster collaboration, and navigate the uncertainties that invariably arise during the project lifecycle. This introspective approach ensures that leadership styles align harmoniously with project goals, steering the course towards success in the ever-evolving and challenging landscape of project management.
Introduction
Leadership is multifaceted and defined as motivating and influencing individuals toward a common objective (CIPD, 2019). Leadership, not confined to specific roles or locations, extends to anyone proficient in effectively influencing others toward shared goals (CIPD, 2017). Leadership operates at varying levels, with managing a small project team differing from leading an entire organization (Ghasabeh, Soosay, and Reaiche, 2015). While project leaders may find it manageable to guide a team of 15, organizational leaders face higher complexity, necessitating specific leadership styles for project success.
Impact of Leadership Style on Employee Performance and Motivation
Asiedu-Appiah, Agyapong, and Lituchy (2017) attribute Ghana's slow development to a dearth of quality leadership, emphasizing the impact of adopting Western leadership styles in African contexts. Adeyemi (2015) notes challenges in Nigeria, where leaders struggle to envision development due to a lack of education on diverse leadership styles for the younger generation. The current organizational landscape in Nigeria makes teaching stakeholders various leadership approaches challenging, hindering project success (Adeyemi, 2015). Bulley, Osei-Bonsu, and Rasaq (2017) observe that leaders in African societies, particularly Nigeria and Ghana, are often perceived as authoritative instructors, shaping a unique leadership dynamic focused on instructional guidance.
Research Problem
A wealth of literature delves into diverse leadership styles and their efficacy within organizations, with numerous studies exploring their prominence in project management (DuBois et al., 2015; Zhao, Hwang, and Lee, 2016; Sethuraman and Suresh, 2014; Saleem, 2015; Saeed et al., 2014; Ghasabeh, Soosay, and Reaiche, 2015). Liphadzi, Aigbavboa, and Thwala (2015) assert that a leader's competency influences their leadership style, demonstrating a substantial correlation between leadership styles and a leader's competence in ensuring project completion within stipulated time frames.
While acknowledging the significance of leadership styles, there is a noticeable gap in research evaluating the specific impact of project manager leadership styles on project success rates. Leaders must assess the overall complexity of projects, as high complexity can contribute to project failure, potentially reflecting on the leader's competence in project evaluation (CIPD, 2017; Botchkarev and Finnigan, 2015). Additionally, the leader's understanding of the team's skill set is crucial; ignorance of this aspect indicates inefficiency, diminishing the project's likelihood of success (Iqbal, Anwar, and Haider, 2015).
This research seeks to address the existing gap in the literature by exploring the significance of project management leadership styles, specifically project success rates, offering a nuanced perspective amid the broader discussions on leadership styles in various contexts (Cunningham, Salomone, and Wielgus, 2015; Larsson et al., 2015; Serrador and Turner, 2015).
Aim and Objectives
This research endeavours to assess the significance of varied project manager leadership styles in ensuring the successful completion of projects. The study's objectives include:
- Examining the theoretical foundations of Project Managers' Leadership Styles.
- Understanding the importance of timely project delivery, its implications on project success, and the associated risks of delayed project completion.
- Analyzing the interconnection between leadership skills and project management proficiency.
- Offering pertinent recommendations for organizations to effectively embrace project manager leadership styles and enhance project success rates.
Research Questions
The research inquiries for this study are articulated as follows:
- What constitutes the various leadership styles employed by project managers?
- How critical is the timely delivery of projects, and what ramifications does it have on project success? What risks are entailed in cases of project delays?
- What correlations exist between leadership skills and proficiency in project management?
- What recommendations can be proffered to organizations seeking to enhance their leadership styles to elevate project success rates?
Research Rationale
Given the project's nature, complexity, and specific requirements, the leader's objective is to analyze these factors and adopt a suitable leadership style that enhances the project's likelihood of success and overall success rate (Zulch, 2014). A proficient leader ensures the selection of an appropriate leadership style to facilitate the project's timely completion. Emphasizing a crucial facet of project management, leaders must formulate an effective communication strategy to convey various factors and ensure timely project delivery (Aga, Noorderhaven, and Vallejo, 2016). Moreover, individuals assuming leadership roles in teams or organizations must meticulously assess the team members' skills, allowing for task allocation based on each member's proficiency. This strategic approach enhances leaders' awareness of the team's skill set, ultimately improving the chances of project success and ensuring timely project delivery (Mir and Pinnington, 2014).
In developing countries like Ghana, leadership concepts are constrained by the complex and multidimensional challenges impeding the nation's development. Leaders in such countries must adeptly analyze relevant factors to facilitate national development (Asiedu-Appiah, Agyapong, and Lituchy, 2017). South Africa, facing challenges in leader selection, has undergone leadership reforms to usher in new leaders capable of ensuring the country's development (Liphadzi, Aigbavboa, and Thwala, 2015).
Research Significance
The importance of this research lies in addressing a notable gap in existing literature, specifically the scarcity of studies highlighting the significance of project manager leadership styles in project success rates. This investigation seeks to contribute valuable insights to the field of project management. Its outcomes are expected to provide project managers and aspiring leaders with essential knowledge to enhance their ability to ensure project success and timely delivery.
While acknowledging that each leadership style requires a distinct skill set, the Project Management Institute (PMI) (2009) outlines key skills for leaders to augment project success rates. These include the ability to motivate and inspire project teams, adept team-building skills for selecting individuals with specific competencies, effective negotiation and communication skills to ensure seamless interaction among project members and stakeholders, and the capacity to listen and influence team members and relevant personnel. Possessing these skills in varying degrees is integral for leaders aiming to improve project success rates definitively (Kumar, 2009).
Structure of the Study
The study unfolds across five chapters, with Chapter 1 delving into the background, research problem, and objectives of the research, guiding its trajectory. This chapter also elucidates the significance of investigating project manager leadership styles for ensuring project success.
Chapter 2 encompasses an extensive literature review, delving into the importance of project management leadership styles and their direct impact on project success rates. The objectives outlined in Chapter 1 are thoroughly examined through the lens of various authors, shedding light on diverse leadership styles and their effectiveness in completing projects within specified timeframes.
Chapter 3 details the methodology adopted for the study, presenting the philosophical underpinnings and approaches employed to evaluate the importance of project management leadership styles comprehensively. This chapter further explicates the data collection method and the analytical techniques utilized.
The execution of Chapter 4 involves the analysis of the gathered data using the methods outlined in Chapter 3. The analysis and discussion of results aim to substantiate the objectives established to assess the significance of project management leadership styles in the context of project success rates.
Chapter 5, the final chapter, synthesizes the results and summarizes key discussion points. Additionally, it offers recommendations for future studies, providing a valuable resource for researchers interested in the findings on the pivotal role of project leadership styles in ensuring project success.
Literature Review
This chapter centres on the essential aspects of project management and leadership skills crucial for project success. Initially, it delves into project management, emphasizing the significance of timely project delivery and the risks associated with project delays. Subsequently, the chapter highlights leadership skills and styles imperative for effective project execution, emphasizing the interplay between leadership and project management. It identifies the specific leadership skills essential for development managers to achieve project objectives, also addressing the distinction between management and leadership.
The chapter underscores organisations' role in ensuring project success, providing insights into purposeful and ethical leadership. Additionally, it explores the impact of both timely and untimely project delivery. In conclusion, leadership and project management in developing countries are given attention, specifically in Africa and Ghana. Factors impeding successful project implementation are discussed, and the chapter concludes with a summary of its key insights.
Theoretical Framework
This contingency theory of leadership theory explains that there is no rule of thumb for leading an organisation and making decisions. On the contrary, leaders have had to be flexible enough to mould themselves according to the situation because the external and internal environment cannot be predicted, and the “one size fits all” approach for leadership cannot be implemented (Vidal et al., 2017). The internal environment is somewhat contingent, such as the strategy and structure of the organisation, which is directly correlated with the leadership style and performance as a whole (Eva et al., 2018).
In the Situational Leadership Theory (SLT), leaders are adaptive and flexible. The leaders in SLT change their leadership style concerning the situational demand, and such leaders also vary as per the requirements of the followers, which positively influences the subordinates' behaviour and attitude (Thompson and Glasø, 2018). This leadership theory also solidifies the concept of developing leadership as in SLT, and the skills vary, which have had to be polished as per the arising situations (Bosse et al., 2017).
Project Management
According to Kerzner (2017), a Project is typically defined as “several steps to be taken to achieve an objective, having a start and end date along with the help of certain resources”. The capital used in the project can be human and non-human, such as people and equipment or materials, respectively (Kerzner, 2017). Similarly, according to Bélanger, Gorecki and Espinoza (2019), a Project is time-constrained with specific initial and ending dates for achieving a particular goal with the help of a group or individuals. It is defined as project management to effectively and efficiently manage the project using individual skills, capabilities, and knowledge. According to Heagnay (2016), Project management is “planning, scheduling and controlling of activities to meet project objectives”.
Project management can be successful if the goals are properly communicated, cooperation, and excellent teamwork (Cheung et al. 2013; Baiden et al. 2011). Additionally, trust is another success factor individuals have in their project manager. Still, this phenomenon is now being replaced with proper guidelines because only trust in the project manager's capabilities cannot assist in effectively understanding the project –. In contrast, the guidelines do (Kerzner, 2019). The effectiveness and management of the project can also be increased by properly contemplating different uncertainties that could arise during the project. This contemplation should be done before the implementation of the project (Lin and Huang).
According to Bélanger, Gorecki and Espinoza (2019), there are three components of project management: project proposal, project charter and project plan. The project proposal raises the question of why and what, whereas the project charter explains these questions in a broader context. Ultimately, a project plan is established by defining the tasks and schedule of activities. In the existing literature on project management, this research study will serve as an additional element of “time significance”, which has not been much focused on.
Significance of Timely Delivery of Projects
The value of time can never be underestimated, and dealing with time constraints in the completion of the project is a real challenge (Söderland, Geraldi and Söderlund, 2012). Time management is crucial for effectively managing the project because it can entirely make the project ineffective if the delivery of the outcome is delayed. Therefore, the timely allocation of resources should be considered as it assists in several stages of the project, from the proposal to the project plan. It results positively after implementation (Chin and Hamid 2015; Bélanger, Gorecki and Espinoza 2019).
Timing is important for the project's effectiveness, so making a schedule and appointing individuals should be done promptly (Söderland, Geraldi and Söderlund, 2012). Additionally, suppose this pre-defined schedule seems to be completed on time by the project manager. In that case, the pressure is reduced, which indirectly aids in better results for the project. Similarly, if the schedule pressure is high, it has adverse effects on the performance of the business, and the project is also not up to the mark (Yaghootkar and Gil, 2012). Cost and time are important factors that have had to be saved for the successful implementation of the project, as projects are time-constrained and need to be completed within a specific period.
Causes of Delay in Project
According to Owolabi et al. (2014), the delay can be problematic for the projects and adversely impact the project and business. Many factors cause a delay in the completion of the project, such as poor management, frequent change in the course of action, inadequate planning, lack of required resources, etc. In construction companies, these delays occur due to weather, economic changes, labour or material shortages, working schedule modifications, no initial cost and time planning, etc. (Owolabi et al., 2014). Additionally, not adapting to the changes of the external environment also affects the timeline of the project as not incorporating the novel technology or knowledge into the project leads to reworking in future or realisation of introducing changes at the maturity stage of the project causes delay (Park et al., 2017).
The absence of communiquéamongst the project manager and the workers can confuse, and this lack of understanding can also lead towards delays in the project (Ziek and Anderson 2015; Sunindijo 2015). Leaders of the project have had to be very efficient and effective in delivering the timelines and other requirements to complete the project. Additionally, the lack of skills of the project manager also negatively impacts the timeliness of the project, eventually causing delays (Sunindijo, 2015). Therefore, apart from uncontrollable external factors, interpersonal skills and effective communication, which are under the project manager's control, can also cause a delay in the project.
Risks Associated with Untimely Delivery of Project
The project delays adversely influence the venture's performance, and the client loses trust. Therefore, the client avoids assigning further projects, especially under a strict deadline (Akinsiku and Akinsulire, 2012). An adverse effect of the delay in a project is associated with increased cost, and not meeting the budgeted cost is a greater risk for the project manager as, most of the time, more finances and resources are required if the scheme is not finalised on time (Owolabi et al., 2014). Therefore, a project that takes longer than expected also needs more finances due to cost overrun as the cost of utilising that time also increases (Al-Hazim, Salem and Ahmad, 2017).
The untimely delivery of projects can negatively affect customer satisfaction because customers do not get the services as per the communicated deadline, which breaches the level of trust and loyalty shared (Park et al., 2019). Therefore, in such a competitive world where most companies are customer-oriented, customer satisfaction should be the priority because the risk of losing customers due to untimely delivery negatively influences the performance of the business, and delay also offends some loyal customers (Omonori and Lawal, 2014).
Leadership at the Workplace
Leadership is different to different people, but most people believe leadership is about influencing others. Leadership changes with the situation and task, and the workplace demands effective outcomes even in dynamic situations, so leaders must be capable enough to deal with uncertain conditions (Grint et al., 2016). Silva (2016) says leaders are usually charismatic, wise, intelligent, and can influence others. Therefore, leadership can greatly motivate followers of the leaders to easily get along, which can help achieve the organisation's goal.
Leadership at the workplace greatly influences the behaviour of the employees. A leader empowers subordinates to have positive project results by creating purpose and enhancing work engagement (Lee, Idris and Delfabbro, 2017). Leadership helps motivate employees positively correlated to the project's performance and quality (Andriani, Kesumawati and Kristiawan, 2018). Therefore, an effective leadership style adopted by the project manager can greatly assist in achieving organisational goals (Nielsen et al., 2016).
Importance of Leadership in Project Management
According to Maqbool (2017), the project manager is not merely a manager but a leader who directs their followers. A Leader has to be proactive rather than reactive because planning things ahead of time is the key to success in project management. Effective leadership is important because it influences people, motivates them, and intellectually stimulates followers (Maqbool, 2017). Hence, the significance of leadership cannot be undermined because it helps in team-building and effectively communicates the project's desired outcome (Aga, Noorderhaven and Vallejo, 2016).
Moreover, in forming team building, leaders set goals for the people in which designed objectives are conveyed to followers (Aga, Noorderhaven and Vallejo, 2016). These goals should be SMART, meaning they must be specific, measurable, achievable, relevant, and timely. If any element is missing, the project goals get difficult or challenging to achieve (Zwikael, Chih and Meredith, 2018). Another significant role played by the leaders in the project's success is the practice of role clarification in team building. In role clarification, individuals have a clear role expectation that helps them achieve the desired objective (Aga, Noorderhaven and Vallejo, 2016).
Leadership is also significant in the interpersonal process in which leaders support followers by building relationships and resolving conflicts with other team members in a project (Lacerenza, 2018). The project managers also do problem-solving as leaders in which problems in the team are identified and effective solution is provided to bring positive changes to their attitude, skills and knowledge (Aga, Noorderhaven and Vallejo 2016; Lacerenza 2018). Hence, when the leadership is ineffective, it results in ambiguity, unproductivity and failure (Gandolfi and Stone, 2018).
Styles of Leadership
Several leadership styles vary according to the situation and the leader. Leadership styles include transformational, charismatic, servant, pragmatic, transactional, authentic, ethical, spiritual, and shared leadership styles (Anderson and Sun, 2017). All leaders are different; hence, these styles can be applied to several leaders in different situations. Some basic leadership styles include authoritarian, democratic, laissez-faire and transactional (Malos, 2012).
Authoritarian leadership style:
The authoritarian leadership style demands higher obedience from the followers in which followers do not have control over the decision to complete the task. This style is conceptualised with high authority and management from the leaders’ end, with little to no power given to the followers or subordinates (Jiang et al., 2017). Hence, the leader's decisions with an authoritarian style are entirely independent without any consent from the followers (Rao and Arora, 2018).
Democratic leadership style:
This leadership style is opposite to the authoritarian style because, in a democratic leadership style, the leader encourages participation from the followers and subordinates in the decision-making, making them feel worthy. In this leadership style, followers are motivated and satisfied because the leader is helpful, listens, and cooperative in the democratic leadership style (Rao and Arora, 2018).
Laissez-faire leadership style:
This leadership style is usually not preferred because it leaves followers entirely on their own for decision-making. In laissez-faire, a leader is not much involved in the project, which does not complement the role of a leader (Muenjohn et al., 2018). The leader of a laissez-faire style is more simply defined as one who avoids the responsibilities of a leader and is also not considerate of the follower’s needs (Glambek et al., 2018).
Transactional leadership style:
In transactional leadership, the leader categorises everything in terms of a transaction, such as any effort the follower will be rewarded as per the significance of the transaction carried out by the subordinate (Rao and Arora, 2018). In this leadership style, the leader clearly defines the followers' expectations, and benefits are given to those expectations that are met (Anderson and Sun, 2017).
Developing Leadership in Individuals
A few schools of thought say that leadership cannot be developed, but in this new era, it has been believed that leadership traits can be created, especially in the early stages of life (Karagianni and Jude Montgomery, 2018). Nowadays, leadership capacity is encouraged among students in educational settings because when they work in the market, such traits help them influence others in this competitive world (Huggins, 2017). However, leadership traits can be developed in all ages, and people over 50 can develop leadership skills more efficiently than adults (Hammond et al., 2017). On the other hand, young people with more leadership exposure and experience being group leaders tend to develop effective leadership and reap benefits later in life (Karagianni and Jude Montgomery, 2018).
Effective leadership impacts others, and developing this skill can also bring positive changes for the individual and the people around them. Good leadership qualities which could be developed among individuals include responding promptly, being efficient, being an influencer, sharing ideas, being creative, having a sense of responsibility, having the ability to prioritise tasks, being a good listener, having decision-making power, having the ability to create expectations etc. (Gundersen 2019; Brown 2016). All these characteristics make a person a good leader and can be developed among individuals.
Relationship Between Leadership and Project Management
According to Tadesse (2017), a project manager with good leadership qualities is critical for accomplishing the ventures. People are the key factors that help deliver a project as per the requirements, and an effective project leader can influence others and make them work accordingly. Therefore, people, influenced by their leaders, work effectively and operatively per their project manager's guidelines and usually work beyond their expectations (Aga, Noorderhaven and Vallejo, 2016). Because the projects in which the project manager or leader can manage people effectively ultimately lead to success (Tadesse, 2017).
Employees' trust and transparency in their project leaders aid in properly managing the project (Mahmud, 2017). Leaders develop trust among team members, which helps them share knowledge and become creative through sharing their opinions. Therefore, this collaborative culture is built by the leader, which indirectly helps in the success and delivery of the value of the project (Kucharska and Kowalczyk, 2016). The project's successful management also depends on the manager's emotional intelligence. This emotional intelligence is a trait of leaders which indirectly leads to subordinates' satisfaction (Rezvani 2016; Miao et al. 2016).
According to Müller (2018), project managers are considered managers, as well as leaders and their role in realising the aims of the mission is commendable, which shows a strong affiliation between these two roles. The best approach to adopt by the project manager is balanced leadership, in which vertical and horizontal leadership are incorporated. Horizontal leadership focuses more on the teams and team members actively participating in the project (Drouin, 2018). On the other hand, vertical leaders are mostly project managers who influence others and look after the interests of all project stakeholders (Müller 2018; Drouin 2018).
Leadership Skills of a Project Manager in the Success of the Project
According to Aga (2016), in the project's critical success factors, the project supervisor's leadership style has been measured as one of the key factors towards project success. For the project's success, the right direction provided by the leader is crucial. Moreover, a leader with emotional intelligence thinks of their followers and understands their point of view, which assists in making goals clear (Mahmud, 2017). A project leader helps clear the goal to subordinates through effective management and contingent rewards (Aga, 2016).
According to Zulkiffli and Latiffi (2019), the project manager or leader determines the project's success because communication and motivational skills assist in a better understanding of the goals and subordinates are motivated enough by their leader to achieve the project's objectives. Moreover, skills associated with problem-solving, delegation, negotiation, team building, goal-setting, planning, decision-making, and management (Zulkiffli and Latiffi 2019; Aga, Noorderhaven and Vallejo 2016; Tadesse 2017).
The skills of the project manager and the leadership skills are two main contributors to the triumph of the scheme. The involvement of emotions in the workplace can bring positivity to the situation because the skill of emotional intelligence makes project leaders aware of the subordinates’ needs and ultimately caters to those needs regarding the project (Rezvani, 2016). Moreover, the skill of managing time effectively is of utmost importance for the successful enactment of the project because timely allocating resources and timely delivery of the project have a positive impact on the performance of the project and establishment as a whole (Novo, Landis and Haley, 2017).
Difference Between Leadership and Management
According to Liphadzi, Aigbavboa and Thwala (2017), leadership and management are interrelated and necessary for the organisation's effectiveness in project delivery. Management is about persistence in the tasks and responsibilities to have a sequence and better command of action in the organisation. At the same time, leadership deals with change and helps in giving direction by showing a bigger picture to its subordinates (Liphadzi, Aigbavboa and Thwala, 2017). The administration is about “getting things done and doing things right”, whereas leadership is about giving direction to its followers with the help of vision for the best welfare of all investors (Dargahi 2016; Swanwick 2019).
The Practice of Leadership and Management in Organizations
To bring consistency and order, management deals with planning, budgeting, organising, scheduling, allocating resources, staffing, controlling, problem-solving, making a regulation, taking actions, formulating rules, etc. On the other hand, leadership deals with creating a vision, giving direction, setting and communicating goals, team building, inspiring and influencing others, providing power to subordinates, formulating strategies, aligning people, commitment to stakeholders and fulfilling their unmet needs (Liphadzi, Aigbavboa and Thwala, 2017). Even though there are some visible differences in leadership and management, they are critically important for achieving organisational goals. Therefore, a universal method is not applicable for organisations to adopt leadership or management because it differs in different situations. An appropriate approach should be adopted for practical implementation by keenly observing the situational requirement (Bolden, 2016).
Role of Organisation in Effective Leadership and Project Management
Organisations play an important role in the effectiveness of leadership, which indirectly influences project management. All organisational structures and characteristics vary from one organisation to another, and the leadership style highly depends upon the situations and circumstances (Nawafor, 2017). The role of auditors and other regulatory bodies can question the leaders' decisions, which can create hindrances in their effective leadership style (Nwafor, 2017).
Leadership Styles Practiced by Manager in LCCA
Hence, the issues raised by the auditors cannot be undermined and need to be tackled simultaneously so that no problem arises for effective leadership and project management (Nelson, Proell and Randel, 2016).
Impact of Purposeful and Ethical Leadership in Organisations
Purposeful leadership is typically categorised into "moral self, vision and commitment to stakeholders”. In the moral self, the leaders think positively, fairly, loyally, and trustworthy of themselves, ensuring that no breach of trust or fairness is expected of them as leaders (Yarlagadda, 2017). Moreover, the leader's vision in purposeful leadership is set to get the best version of the subordinates while achieving the project's ultimate goal. Additionally, leaders have had to be religiously committed to all stakeholders to properly give rights to any directly or indirectly influenced constituency (Yarlagadda, 2017). Hence, a leader with purposeful leadership positively impacts the organisation through transparency, self-awareness, goal setting and commitment to other stakeholders (Schnackenberg and Tomlinson, 2016).
A project leader in the organisation can efficiently disseminate information about ethics and other codes of conduct required while working (Bailey and Shantz, 2018). Therefore, a clear understanding of all the ethical issues can help prevent getting involved in business world scandals or legal issues. Consequently, an ethical leadership style can help in viewing beyond self-interests and thinking of the community and society as a whole, indirectly assisting in forming an ethical organisation (Lindebaum, Geddes and Gabriel, 2017). Hence, complying with moral obligations and having a distinct purpose positively correlate with the business world’s social environment, ultimately benefiting the success of the projects of the businesses where their ethical practices are followed (Walt and Steyn, 2019).
Impact of Untimely Project Delivery and Organisational Tools to Improve It
Organisations are usually believed to be the main contributors to impacting the course of action for project delivery. On the other hand, the execution plan made by a project leader and cooperation from the workers also greatly impact the organisations (Oyewobi, Abiola-Falemu and Ibironke, 2016). Hence, the workers must ensure a timely submission by planning ahead of time about the schedule, cost and resources because an untimely submission negatively influences the organisation's performance. In contrast, timely project delivery leads to success (Mwesigye, 2018).
An untimely submission increases costs because more resources are utilised if more time is taken for the project completion. Hence, unnecessary utilisation of resources of the organisation is not encouraged because it dissatisfies the stakeholders involved in the project, such as customers, management, and employees (Oyewobi, Abiola-Falemu and Ibironke, 2016).
Two main tools used to implement the project successfully are Work Breakdown Structure (WBS) and Order of Task Execution (Mwesigye, 2018). In the work breakdown structure, the complex parts of the project are broken down into smaller manageable components (Ashtiani et al., 2017). Similarly, in order of task execution, scheduling is done with the help of network diagrams and Gantt or Bar charts (Mwesigye, 2018). Moreover, if the contributors to project delays are identified, the management can minimise them, ultimately leading towards successful project implementation (Regassa, 2019).
Leadership and Project Management in Developing Countries
According to Asare (2017), complex projects bring change and usually contribute much to development but require effort and hard work. Still, projects can never be effectively executed without proper planning and implementation to bring growth and change in developing countries. Similarly, the problem of sustainability in project delivery and planning is a big issue in developing countries. Still, these countries usually focus more on economic growth than delivering a timely project with sustainable development (Banihashemi et al., 2017).
Developing countries face many issues, such as no economic growth, sustainability issues, lack of resources, lack of leadership and command of control, managerial problems, lack of environmental policies, etc. All these issues directly or indirectly influence project management (Banihashemi et al., 2017; Kissi and Ansah, 2016). In these developing countries, Nigeria and South Africa face delays in project delivery due to cost overruns and a lack of systematic understanding and risk management ((Ogunde et al. 2017; Fathalizadeh 2019).
Factors Hindering Project Management and Timely Completion of a Project
Developing countries have limited finances and resources to utilise for project management, so delays occur in the completion. The organisation structure is also not up to the standards of meeting the demands of all stakeholders of the project (Ogunde et al., 2017). Bribery and corruption are other big factors, so the finances collected for the projects go in vain and are not utilised for the actual purpose. This is because there aren’t many checks and balances on the resources. After all, there is little interaction between higher political parties and administration at a lower level (Dasandi and Esteve, 2017). Therefore, project managers usually lack the knowledge to plan and implement the project due to a lack of assistance from higher authorities (Ogunde et al. 2017; Dasandi and Esteve 2017).
Lack of ability to identify the problems hindering the project's success. This negatively influences the project's planning, scheduling, and budgeting, ultimately leading towards untimely completion (Asare, 2017). Many economic and internal factors also contribute to the delay in the project. Internal factors may include lacking leadership skills, poor management, lack of resources, and inadequate monitoring and planning practices. In comparison, economic factors include frequent changes in the political and local systems (Regassa, 2019).
Another crucial factor contributing to the untimely completion of the project is the lack of command and control, which is why there is no coherence and cohesion among the project teams. This leads to social loafing as most people are not transparent, show integrity in their tasks, and work for their self-interest. This self-interest in a project usually arises because of a lack of proper direction given by the leaders, as the reward systems, goals and expectations from the people have had to be very clearly set by the project leaders to get it done at the scheduled time (Ogunde et al. 2017).
Challenges Faced by Africa and Ghana in Project Completion
All around the globe, management practices, especially regarding projects, are minimal to zero in Africa. The rate of untimely project delivery is 61-80 %, which shows that almost 80% of the projects are not delivered at the required time (Ayalew, Dakhli and Lafhaj, 2016). The main reason identified by the researchers is the level of management practice in terms of risk management, time management, and safety measures to be taken for the stakeholders of the project, and the proper guidelines, rules and regulations are also not met (Ayalew, Dakhli and Lafhaj 2016; Alemayehu 2017).
In Ghana, project delivery is also very poor because of a lack of monitoring and evaluation of the projects. The project's stakeholders have shallow involvement, which causes a lack of compliance with rules and regulations, low-risk management, corruption and bribery, delays in payments, delays in the project, etc. (Tengan and Aigbavboa, 2017). Moreover, a lack of leadership and not focusing on leadership skill development is another major obstacle to the project's success and leads to poor and delayed delivery of the work (Kissi and Ansah, 2016).
Literature Gap
The literature gap to be bridged through this research is the effects of the untimely delivery of the project. Few researchers have focused on this ((Söderland, Geraldi and Söderlund 2012; Bélanger, Gorecki and Espinoza 2019). Even then, no in-depth information is available on this.
Summary
Project managers are both managers and leaders and assist in effectively planning and implementing the project. Leadership skills carry a lot of significance for the success of a project. The leadership has had to set goals and build a team by effectively communicating what is expected. Leaders have different skills required per the situation, such as problem-solving, negotiation, conflict management, communication, decision-making, planning, etc. All these skills are necessary for the project leaders at some point.
An effective leader can greatly contribute to the timely delivery and success of the project, as untimely project delivery causes many problems for the organisations, such as cost overrun, customer dissatisfaction, loss of trust, etc. These project delays usually occur because of a lack of communication, understanding of the project and resources. To effectively and efficiently cater to these delays, a leadership style with a higher level of management practices should be incorporated. It is because there is a strong relationship between project management and leadership. The success of the projects highly depends on the effectiveness of the leader and efficient management skills.
The organisation's structure also plays an important role in the project's success, as the auditors and regulatory bodies often question how leaders lead their project team members. Hence, leaders have had to incorporate leadership which incorporates moral self, vision and commitment to all project stakeholders. Therefore, this purposeful leadership leads to the project's successful delivery and positively impacts the organisation in terms of higher performance, enhanced trust in the client, etc. The lack of leadership, command of control, and authority are missing in developing countries such as Ghana and Africa, so the project's success is quite low in these countries. Other factors that hinder the successful implementation of projects in developing countries are a shortage of resources, lack of planning, bribery, and corruption.
Methodology
Various criteria and methodologies are employed in project management to navigate the project completion process. Maqbool (2017) states that project managers must carefully evaluate contributing factors and techniques to achieve desired objectives with minimal complexity. Multiple project management methodologies exist, providing managers with diverse approaches to ensure project success. Consequently, the researcher selected an appropriate research methodology to facilitate the successful completion of the project.
In the context of research, defining a methodology is crucial as it outlines the methods and approaches employed in the study. This chapter furnishes comprehensive details about the research process and criteria, drawing from diverse samples and sources (Anaya, 2017). The initial sections of the chapter delineate the research philosophy underpinning the study, followed by an exploration of the chosen research design and approach. The methodological tools and techniques applied in the study are elucidated. Ethical considerations related to the topic are also addressed, followed by a discussion of the limitations inherent in this research case. The chapter concludes by summarizing the methodological aspects employed in the research.
Research Philosophy
In general, research philosophy is based on a researcher's considerations in a logical method (Fletcher, 2017). It classifies beliefs and norms with the source, nature, and knowledge development. The current research topic assessed the importance of project manager leadership styles in the context of project success rates. Interpretivism is the philosophy of this research, as it involves the researcher interpreting the subjective meanings and social phenomena (Dougherty, 2019). It is necessary to address and evaluate all the variables of research topics, including project management, leadership, success, completion, skills, and styles, through factual examples. These variables base the complete literature on the topic and develop an understanding of how project management leadership is pursued with certain styles and skills.
Research Design
The research was directed to assess the role-playing contribution of leadership in project management, which focuses on achieving the project goal through successful completion (Bresler, 2017). The applicable research design for this study was the qualitative method. Qualitative research applies in a study where the topic is to be examined through a large amount of data and assessed proficiently (Anaya, 2017). In the current study context, the information collected about project management leadership was completely based on quality material and responses of authentic project managers. The qualitative method included experiences, phenomena and direct observations converted into data collection. It helped the researcher explore new areas and aspects of the topic under discussion.
Research Approach
The applicable research approach for this study is the inductive approach, which created a favourable and flexible criterion for the researcher to fulfil the required aim. The inductive research approach is the best option for evaluating numerous prospects and ideas. It allows the researcher to develop as many research questions as they want to investigate and collect maximum information from them (Bourdeau, 2019). The current study investigated how leadership plays a significant role in project management for successfully attaining project completion. The approach was important as it helped construct the interview questions in a broader view (Rapp, 2016). The topic caters to a wide approach to leadership, its styles, how the management is done, and what measures are taken to complete the project successfully. It was necessary to follow an approach that identified the research theme and supported the researcher in developing the analysis criteria.
Data Collection Method
In research, two data collection methods are applied according to the topic requirements (Anaya, 2017). One is primary, and the other is secondary data. The study under discussion used the Primary data collection method by developing questionnaires for interviews with different project management leaders and managers. As it is based on qualitative measures, the researcher evaluated a significant amount of information gathered during the interviews. The interviewees' information and opinions make the study's foundation, result, and how the topic is observed among the targeted sample (Henkel, 2019). The topic of the study examined Project Management, which was significantly evaluated by communicating with the professional zone of the field and their respective managers from different companies. The interviews also helped in generating further research recommendations. The project management field relies majorly on communication and strong leadership, and these elements were significantly assessed through the interviews (Ramachandra, 2018). The researcher took advantage of interviewing project managers focused on different techniques for completing their assigned projects.
Sampling Method
In research, there are two sampling methods: Probability and Non-probability sampling. While conducting this research, the sampling method was non-probability for the data collection in various forms (Fletcher, 2017). The selected sample size was 10 participants who belonged to the project management field. Most were project managers and leaders following different styles with various skill sets for completing projects assigned to them. The sample size of any research is a strong contributor as it adds to the reasoning and authenticity of the topic (Surampalli, 2018). The technique used for the sampling method was snowball sampling because this technique allows the researcher to discover the characteristics of a population that were not in their knowledge before. In snowball sampling, the initial subject recommends another potential subject that follows the research objectives (Bresler, 2017). In this way, the researcher identified other potential research participants and benefited by accessing various opinions and recommendations about leadership styles from the selected project managers.
Data Analysis Technique
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According to Stake (2017), Data Analysis constructs the research to a level where information is transformed and processed to discover new possibilities and research recommendations. As this research followed the primary data method, thematic analysis was used to analyse the data. The theme and understanding of qualitative data were investigated in a thematic analysis process through which responses and interview results were examined (Anaya, 2017). The analysis is based on the aims and objectives and the results achieved in the research study. The researcher from the primary sources critically analysed the concept of leadership as they were directly linked to the project management field. Also, a comparison can be made between the achieved data and variables associated with the study. For example, the opinions generated from interviews can be matched or compared with the case studies examined in the literature. According to Tidwell (2017), thematic analysis allows a researcher flexibility in data interpretation and gives a broader view of understanding. Considering the project management department, communication and assessment were convenient for the researcher to talk about role-playing and how managers develop leadership styles for maintaining their efforts and achieving success in their assigned projects (Noorderhaven, 2016).
Ethical Consideration
One of the most important and credible parts of research is the ethical Considerations made by the researcher to conduct the research (Dougherty, 2019). It is not an easy task to collect data and construct an analysis accordingly. Especially when the topic concerns project management leadership, it is necessary to recognise and follow certain ethics that help maintain a respected evaluation manner (Aga, 2016).
Generally, ethics are used in research when a researcher distinguishes between right and wrong information (Grand, 2019). By ethical consideration, the researcher initially obtained information from interviews, case studies, and authentic sources. After obtaining the data, a systematic literature review was done as the research instrument of the study. The researcher must ensure that information collected from primary and secondary sources is cited appropriately (Sleeve, 2019). Throughout the study, the authenticity of the information was carried out by ensuring the data was not copied from any source.
Brunsveld (2019) argues that most societies have legal rules that oversee human behaviour, whereas ethical norms tend to be broader and more informal than laws. Considering the topic in which project management and leadership were assessed, many resources provide improper information. Being in a confidential position with occupation concerns, not all project managers agreed with what the researcher asked them (Marion, 2019). However, the researcher must ensure that the information gained from interviews is factual and not distorted (Schaefer, 2019). The researcher must keep privacy concerns at the priority level of research ethics, as participants consider confidentiality important. The study gained credibility through this approach, and the researcher used an authentic approach.
Inclusion and Exclusion Criteria
The methods utilised to extract the articles used in this study are analysed using the inclusion and exclusion criteria in the systematic review of the study. According to Gartlehner et al. (2017), establishing these criteria for gathering the research material is a standard when the researcher aims to conduct quality research. According to Patino and Ferreira (2018), the inclusion criteria address the characteristics the researched material must have. In contrast, the exclusion criteria highlight the avoidance measures centred around the characteristics omitted due to being ineligible according to the researcher's criteria set for the research. It is effective to incorporate the inclusion and exclusion criteria when conducting a systematic review of a research topic as these criteria limit the search and help the find relevant material.
Inclusion Criteria
The core intervention was to ensure that the project manager's leadership styles played a significant role in the project's success. Studies comparing the different project manager leadership styles used while leading were included. Various studies conclude the significance of project managers' leadership style for ensuring success and the leadership competencies influential in success. Research using both qualitative and quantitative designs was chosen.
Exclusion Criteria
Studies focused on other aspects of the project, and the role played by other employees or managerial staff were excluded. Other researchers making a comparison between any other factors were eliminated. Research concluding any outcome other than the one included was not considered eligible. Additionally, the research which used the mixed method was not selected.
Search Strategy
The search for the research article for this study was done through the scoping search strategy. This perusing search is a quick inquiry into the present literature review and an overview of the data relevant to the discussed research topic that is effectively under discussion. The databases used to search the articles were Google Scholar, Open Library, CINAHL, MEDLINE and PubMed. Through the search, the researcher made sure to keep this process non-biased. For this, each research article was individually assessed to check if it met this research's inclusion and exclusion criteria.
The keywords used for this research were Project Managers’ leadership style, the influence of the project manager's leadership style and the success rate of projects, and the project manager's leadership style influences the project's success. The researcher used AND Boolean term to search the articles through these key terms, which allowed the researcher to gather vast data regarding the research topic.
After carrying out a search procedure through the above keywords, the complete articles that were accomplished were 1399 articles through the referenced databases, and 633 articles were achieved from different sources. The copies were expelled, and there were 1932 articles left. A further evaluation was completed, in which the records of 1932 articles were screened, and 1600 articles were avoided. The analyst was left with 332 articles with full content, of which 302 were expelled because of different inclinations (for example, dynamic not accessible, blended strategies utilised, and language barriers). At last, the analyst selected 15 subjective and 15 quantitative articles, a sum of 30 articles used as the foundation for writing the literature review.
After carrying out a search procedure through the above keywords, the complete articles that were accomplished were 1399 articles through the referenced databases, and 633 articles were achieved from different sources. The copies were expelled, and there were 1932 articles left. A further evaluation was completed, in which the records of 1932 articles were screened, and 1600 articles were avoided. The analyst was left with 332 articles with full content, of which 302 were expelled because of different inclinations (for example, dynamic not accessible, blended strategies utilised, and language barriers). At last, the analyst selected 15 subjective and 15 quantitative articles, a sum of 30 articles used as the foundation for writing the literature review.
PRISMA
Records after duplicates are removed |
Total Articles used |
Studies included in quantitative synthesis (meta-analysis) |
Studies included in qualitative synthesis |
Full-text articles excluded, with reasons |
Full-text articles assessed for eligibility |
Records excluded |
Records screened |
Additional records identified through other sources |
Records identified through database searching |
Flowchart
Research Limitations
Every research study faces obstacles and challenges that appear to restrain the core exploration or information of the topic (Page, 2019). Although project management is an extensive topic studied broadly, this study encountered certain limitations while collecting and analysing data. Corporate culture requires a specific structure and protocol, so obtaining large amounts of data was difficult. The accessibility issue is one of the major reasons the research studies fail to manage completely (Tidwell, 2017). Some articles and studies required the researcher to pay for reading or downloading. However, such data is not necessary to be considered.
The topic of the study was based on experiences and cases of the project management department that are available on different platforms. In this manner, the researcher using only primary data was also a limit to be followed as the interview responses were limited and did not cater to the entire department experience. However, the researcher aimed to fulfil the research requirements properly by examining empirical literature in detail.
Chapter Summary
The overall assessment of this chapter is mainly based on how the researcher approaches exhibiting the information and data they have achieved in the entire research process. This chapter solely focuses on examining the different formats and methods of research. Every part of this chapter has its vigilance, which should prevail. The methodology of this topic was credible enough to bring out the best resources and results for assessing what part is significant in project management leadership due to which projects achieve successful completion.
The chapter started with basic information and consideration of the study, which was further explained through the philosophical approach. In the context of project management leadership, the role played by project managers is strong enough to develop concerns and open opportunities for many people. Due to the qualitative research design, the reasoning about three elements of this topic was done to understand the leadership style and success of project completion. The inductive approach, where mega-data is evaluated, brings the best results for participants who are not accessible directly.
The confidentiality and reliability of the data gathered were another crucial part of this chapter, and the researcher managed them efficiently. It is the data collection method and analysis through which actual measures and experiences identified by project managers are revealed. Heading towards the conclusive part of the chapter, it is necessary to consider ethical values and how they progress the research study. Although the limitations are also expressed, the entire study is systematically developed, and this chapter is the backbone of the research study. Hence, the topic was significant to examine and further improve aspects related to the project manager's leadership styles and achieving success in every project based on the capabilities and skills.
Conclusion
This study underscores the pivotal link between project manager leadership styles and project success rates. It reveals the nuanced nature of effective leadership, emphasizing its direct impact on project outcomes. The findings highlight key leadership skills crucial for project managers and emphasize the interconnectedness of leadership and project management. Insights into global contexts, particularly in developing countries, offer valuable considerations for culturally sensitive approaches. This research contributes essential knowledge, guiding practitioners and scholars toward improved project success.
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Appendices
Appendices in a document serve as supplementary materials, providing additional information or supporting data that enriches the main content. These sections often include detailed charts, graphs, or any information that might be too lengthy for the main text.
Systematic Review Table
Author | Title | Aim | Method | Outcome |
Blaskovics, B., 2016 | The impact of project manager on project success—The case of ICT sector | The aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. | The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector. | The outcomes of the field research confirm that the project management attitude impacts achieving project success in terms of the three success criteria. |
Maqbool, R., Sudong, Y., Manzoor, N. and Rashid, Y., 2017 | The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective | To examine the relationship and impact of construction project managers’ emotional intelligence (EI), managerial competencies, and transformational leadership style on project success. | A survey was used to measure emotional intelligence, project managers’ competencies, transformational leadership, and project success in the construction industry. | Transformational leadership was found to be significantly correlated with project success. |
Wilson, J.L., 2018 | The Relationship between Leadership Style and Cognitive Style to Software Project Success. | To study the relationship between cognitive and transformational leadership style and project success. | Semi-structured interviews and member observation were conducted to assess the leadership style. | The transformational leadership style, followed by the cognitive style, increases the success rate. |
Zhao, X., Hwang, B.G. and Lee, H.N., 2016 | Identifying critical leadership styles of project managers for green building projects | To study the relationship between the green building project and the leadership of the project manager | Thirty questionnaire surveys were conducted by managers experienced in green building. | Task-oriented and directive leadership was the leadership style of successful project managers. |
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016 | Transformational leadership and project success: The mediating role of team-building | To assess the role of transformational leadership in the project's success with the mediating role of team building. | Managers of NGOs conducted thirty questionnaire surveys. | A positive association exists between a project manager's transformational leadership and project success. |
Liu, J., Sang, P. and Zheng, L., 2019 | Exploring the influence of project manager leadership on the success of green building——Based on a multi-group structural equation model | The aim is to determine the relationship between the leadership style and the Green building project success | 360 questioners were used to inquire about the relationship between leadership styles and green building project success | The transformational leadership of project managers is positively correlated with the key success indicators of GB projects. |
Ahmed, R. and Anantatmula, V.S., 2017 | Empirical study of project managers leadership competence and project performance | The aim is to assess the competence of the leadership style on the project's success. | The research surveyed 289 project managers working on public sector projects in Pakistan. | There is a significant relationship between the managers' leadership style competencies and project success. |
Ware, G., 2018 | Relationship between its leaders’ leadership Styles, cultural competence, and project success | This quantitative study focuses on the specific variables of IT leaders' leadership style and cultural competence and their relationship to IT project success. IT professionals who are | Using the Multifactor Leadership Questionnaire and a cultural competence survey, the study findings examined the types of leader characteristics IT professionals perceived their leaders to have exhibited on successful IT projects | No relationship was found between IT leadership style, leader cultural competence, and IT project success. |
Aga, D.A., 2016 | Transactional leadership and project success: the moderating role of Goal clarity | To assess the role of transactional leadership in project success. | Three hundred project managers conducted the survey. | The study's findings indicate that contingent reward in transactional leadership is positively related to project success. |
Zaman, U., Nawaz, S., Tariq, S. and Humayoun, A.A., 2019 | Linking transformational leadership and “multi-dimensions” of project success: Moderating effects of project flexibility and visibility using PLS-SEM. | To determine the role of transformational leadership in a multidimensional project's success. | Cross-sectional surveys were conducted on 160 project managers from telecom-intensive companies in Pakistan. | The outcome shows that transformational leadership positively correlates to the project's success. |
Frimpong, F., 2017 | Leadership Style and Project Success in Complex Humanitarian Emergencies: A Correlational Study | To determine the role of project manager's leadership styles in project success | 92 randomly selected managers were surveyed using the Multifactor Leadership Questionnaire, | There is no significant relationship between transactional leadership style nor between the passive-avoidant leadership style of managers and project success in Complex Humanitarian Emergencies |
Udom, A., 2017 | Virtual Team Success: The Impact of Leadership Style and Project Management Experience | This correlational study aimed to examine whether a relationship exists between leadership styles, years of project management experience, and the success of virtual teams. | 160 random project managers were surveyed in the San Francisco Bay Area | The transformational leadership style is highly related to the success of the virtual teams |
Jiang, J., 2014 | The Study of the Relationship between Leadership Style and Project Success | To assess the role of leadership style in the success of Projects | A secondary method for the collection of qualitative and quantitative data was used | The transformational and transactional leadership styles aid the success of the project |
Turner, J.R. and Müller, R., 2005 | The project manager's leadership style as a success factor on projects: A literature review | To assess the leadership style influence on project success | A secondary method for collecting qualitative and quantitative data was used | Project managers think task-oriented to people-oriented leadership styles are the success factors behind project completion |
Larsson, J., Eriksson, P.E., Olofsson, T. and Simonsson, P., 2015 | Leadership in Civil Engineering: Effects of Project Managers’ Leadership Styles on Project Performance | To assess the role of the leadership style used by the manager in the success of the project | The questionnaire survey of 162 project managers employed in Sweden | The project's success is highly dependent on the style of leadership used by the project manager. |
Liphadzi, M., Aigbavboa, C. and Thwala, W., 2015 | Relationship between leadership styles and project success in the South Africa construction industry | To assess the relationship between different leadership style practices and project success in the South African construction industry. | 150 project and construction managers were surveyed in the South African construction industry | There is a positive relationship between transactional leadership, whereas there is no relationship between Laissez-faire leadership style and construction project success. |
Morgan, T.L., 2012 | An examination of project managers’ leadership contributions to project success using critical success factors | The study evaluates the relationship between a project manager's leadership style and project success. | Fifty-two project managers were surveyed for this study. | The outcome presents that transformational, transactional, and laissez-faire leadership correlate insignificantly to the project's success. |
Awan, M.H., Ahmed, K. and Zulqarnain, W., 2015 | Impact of Project Manager’s Soft Leadership Skills on Project Success | The research aims to assess the role of soft leadership skills in project success. | Seventy-eight individuals associated with various organisations were surveyed. | The outcome concludes that the project managers’ soft leadership skills are significant when project success is considered. |
Waller Jr, E.B., 2015 | Uncertainty, leadership style, and information technology project success in a dynamic public sector environment | To assess the leadership style impact on IT project success | The quantitative research method was used for data collection | The study found a significant positive relationship between transformational leadership style and IT project success. |
Raziq, M.M., Borini, F.M., Malik, O.F., Ahmad, M. and Shabaz, M., 2018. | Leadership styles, goal clarity, and project success: Evidence from project-based organizations in Pakistan | This study investigates the mediating role of goal clarity in the relationship between leadership styles and project success. | Data was collected from 248 individuals working in large-scale Pakistani organisations. | Goal clarity partially mediates the relationship between transformational leadership style and project success. |
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