Leadership for Project Management

This paper elaborates on the most appropriate leadership theory for project managers, identifying associated behaviors, advantages, and limitations.

Running head: LEADERSHIP FOR PROJECT MANAGEMENT
Leadership for Project Management
Name of the Student:
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Author note:

1LEADERSHIP FOR PROJECT MANAGEMENT
Project managers are required to practice both effective management and leadership
skills. This paper shall elaborate on presenting a piece of reflective on my view on the most
appropriate leadership theory for the project managers and would provide a rationale for my
choice. At the same time, I shall also be identifying the behaviours associated with that
leadership theory of my choice and would present a critical analysis of its advantages and
limitations.
I believe that transformational leadership is the most suitable leadership theory for the
project managers. In contemporary world, companies are highly driven by innovation and
they keep on innovating for surviving the competition and growth and by bringing in new
ideas in place through transformational leadership (Kissi, Dainty and Tuuli, 2013). The
driving projects in project management calls for project managers to use effective leadership
style in order to manage the resources continuously and change according to time and the
demands of business. It is the most suitable one for the project managers as the
transformational leaders share their vision with the team members and at the same time,
motivate the individuals to their best and practice introspection. With the same, they set an
example and amplify the skills of their teams for helping them in propelling the project
towards success.
Transformational leadership has many advantages if adopted by the project managers.
Some of the very basic characteristics of the transformational leadership are that they are
highly inspirations and leaders here inspire the workers for finding better ways of attaining a
goal. Furthermore, according to Yang, Huang and Wu (2011), transformational leadership
could easily mobilise the people into different groups who can get the work done. With the
same, it is also to note that one of the significant advantages of transformational leadership is
that project managers of this leadership style can retain the customers and employees

2LEADERSHIP FOR PROJECT MANAGEMENT
(Tyssen, Wald and Spieth 2014). They get engaged with the people very easily and at the
same time seeks for satisfying their needs along with the needs of the organisation.
However, there are certain limitations of transformational leadership style. Although
transformational leaders are great visionaries and motivators, it can negatively affect the team
if the project manager is self-serving or is immoral (Landis, Hill and Harvey 2014). If he is a
risk-taker and makes decision, which are not well-planned, this could result in negative
outcomes and chances of subordinates being put in line get high (Mittal and Dhar 2015).
With the same, there are certain critics who have claimed that the follower of a charismatic
transformational leader could be prepared for fulfilling the vision of their leader, even if it is
without merit and id deceptive.
Hence, it can be concluded that transformational leadership style is the best suitable
leadership theory of style of leadership for the project managers. By using this style, the
project manager can easily drive the change and lead the innovative and creative ideas within
the organisation for sustaining and managing the business continuity plan from project
management.

3LEADERSHIP FOR PROJECT MANAGEMENT
References:
Kissi, J., Dainty, A. and Tuuli, M., 2013. Examining the role of transformational leadership
of portfolio managers in project performance. International Journal of project
management, 31(4), pp.485-497.
Landis, E.A., Hill, D. and Harvey, M.R., 2014. A synthesis of leadership theories and
styles. Journal of Management Policy and Practice, 15(2), p.97.
Mittal, S. and Dhar, R.L., 2015. Transformational leadership and employee creativity:
mediating role of creative self-efficacy and moderating role of knowledge
sharing. Management Decision, 53(5), pp.894-910.
Tyssen, A.K., Wald, A. and Spieth, P., 2014. The challenge of transactional and
transformational leadership in projects. International Journal of Project Management, 32(3),
pp.365-375.
Yang, L.R., Huang, C.F. and Wu, K.S., 2011. The association among project manager's
leadership style, teamwork and project success. International journal of project
management, 29(3), pp.258-267.