Leading Projects

Upasna A. Agarwal, Karuna Jain (), Vittal Anantatmula () and Sankaran Shankar ()
Additional contact information
Upasna A. Agarwal: National Institute of Industrial Engineering
Karuna Jain: Indian Institute of Technology Bombay
Vittal Anantatmula: Western Carolina University
Sankaran Shankar: University of Technology Sydney

Chapter Chapter 10 in Managing People in Projects for High Performance, 2023, pp 121-134 from Springer

Abstract: Abstract After briefly reviewing leadership theories—trait, skill, behavioural, and situational—this chapter will focus specifically on transactional and transformational leadership, which are the common styles of leadership observed in projects. It will then point to some newer theories seen in projects such as authentic, servant, balanced, and responsible leadership. Leader–follower theories are also examined. The project manager’s role as a coach or mentor will be discussed. The competencies required of project leaders (including emotional intelligence) will be explored. An important question posed is how leadership in a project adapts to the context, nature, temporality (where the project is now), and characteristics of the project (e.g., time bound, risky, etc.). You will learn about differences between managers and leaders and how to develop as a leader.

Keywords: Leadership theories; Followers; Project leadership; Leadership competencies; Team leadership; Leadership development (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-981-19-8206-4_10

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DOI: 10.1007/978-981-19-8206-4_10

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