Project Management Leadership

This article discusses the role of project management leadership in achieving goals within constraints. It explores different leadership styles and their impact on project success. The author reflects on personal experiences and the collaborative efforts of team members in project management.

Running Head: PROJECT MANAGEMENT LEADERSHIP 1
Project Management Leadership
Author’s Name
Institutional Afflation
Date

PROJECT MANAGEMENT LEADERSHIP 2
Introduction
The paper is a personal learning portfolio that focuses on reflection based on the
experience I encountered in project leadership. Also, it focuses on the collaborative efforts of the
teamwork with friends, colleagues, and mentor during project management (Edith Cowan
University, 2018). The experience, capabilities, and intentions together with those of colleagues
will be evaluated using researched information and leadership theories. The project management
experience is a personal experience that helped identify the areas that am competent and where I
need to develop. Project management, therefore, is a practice involving planning, executing,
controlling and closing of a goal within the given constraints. The challenge that most leaders
experience is to achieve the goals within the cost, time and resources.
Portfolio Entry One
Project leadership involves managing people throughout the project and communicating
the basics related to it (Edith Cowan University, 2018). Moreover, it focuses on guiding team
members in their task to achieve a common goal (Larson & Gray, 2017). Therefore, as a project
leader, I possess communication skills both in writing and conversation. Mostly, I like
communicating through conversation so that I take reactions from team members and get their
views on the discussion. It is important for leaders to possess leadership skills in order to give
direction to the supporters and also they should be more knowledgeable than their followers
(Pardey, 2016).
As far as I understand myself, I love engaging in problem-solving activities. This has
helped me to take time to explore extensively on a project to ensure that solutions to the
problems that may arise in the course of duty are addressed. I find myself as a problem solver

PROJECT MANAGEMENT LEADERSHIP 3
from the fact that people love engaging me on the issues that they ought to get a solution. Some
of my friends have always asked me to show them the necessary steps they should take both in a
project and in personal life. Therefore, they give me the leadership role and mostly trust the
suggestions I give. As a result of being consulted, I do not give solutions that are not well
investigated, but I give reasoned-out resolution. Other leadership traits that complement my
position as a project leader include the ability to resolve conflict, motivation, and influence on
the group.
The leadership skills that I possess are more complementary in participative leadership
style since I love working with teams (Schoar & Zuo, 2017). To add, the love of engaging people
in coming up with decisions give room to different suggestions where I agree to the best and that
which is less risky. Mostly, when we have a group project in school, I find myself innocently
playing the role of a leader. This is because I like engaging in decision making and I am ever
quick to correct if the proposed decision is a potential to cause a negative impact. Also, in the
event that we need to divide up duties, I tend to match personal characteristics to the role that
best suits group members, hence allowing them to perform their roles diligently (Chen & Rybak,
2017; Allen, et.al, 2016). Currently, I find it important to be a project leader since I find myself
taking leadership roles even when am not given that position. I work more confidently, and
would always want to be in control. In addition, I always ensure that I have adequate information
about the task I perform. To be informed about a task ahead of me, I always carry out risk
analysis and assessment. In essence, I do not take chances since every task that I handle I look
into the risk associated with it and engage people to help get the best solution or ways to mitigate
the risk.

PROJECT MANAGEMENT LEADERSHIP 4
Also, as mentioned before people trust my leadership and they are willing to give me the
position since consider me as vibrant and confident. Leadership needs to have a confident
individual who is willing to take challenges and work through them for success (Coleman &
MacNicol, 2016). Mostly, people give me a coordinating role in the project since they trust my
ability to bring people together and help them work towards the objective. Mostly, projects are
divided into subtasks that are assigned to a different team and which are meant to achieve a
common good. So, it is important to coordinate all the subtasks and also give a clear direction to
be followed to get to the desired results of a task (Schoar & Zuo, 2017). From different people's
perspectives, I have learned that they see me better suited to the roles of coordinating on account
that I am quick problem-solver. Also, they people like me because I am committed to solving
individual problems and bringing harmony to fast-track the completion of a job. Further, people
consider me as honest, committed, a good communicator, accountable and willing to give
explanation where needed (Pardey, 2016). I have worked on several tasks and people will always
share with me how they feel or what they think needs to be done. They say that I am
understanding and an active listener to members. In essence, some of my followers see my
project leadership to be more of coordinating role and ability to ensure harmony for the
achievement of the goals. The characteristics that I possess give me an upper hand to lead a
project where participative leadership style comes out more than authoritarianism.
The current project requires a mix of leadership skills and styles for it to be successfully
completed (Schoar & Zuo, 2017). As a part of the project leadership, there is need to divide up
the task into subtasks and assigning them to different team members so that they are completed
in time (Basten et al., 2018). Fundamentally, there is a need to coordinate all the activities and

PROJECT MANAGEMENT LEADERSHIP 5
also give team players direction to achieve them in a given timeframe. So, my role as a leader is
important in the current projects and also in any future tasks.
Portfolio Entry 2
Traditionally, people view project management as an authority that ensures activities are
done. In a similar vein, it is taken as a practice of planning, controlling, executing duties and
closing of work done by the team to achieve the goals (Harrison & Lock, 2017). As much as the
definition of the project management still holds, from my experience, I find it more of
responsibility other than authority. This is because when people are given orders they are likely
to react negatively making it hard to close the work in time and within the budget. The project
manager needs to see the position as an obligation given to complete a task in the best way and
in time. Furthermore, the main task is not to complete the task but to coordinate and make other
people undertake their duties in an expected way.
From an experience in conducting group assignment in school, project management is
seen as an exercise to be undertaken with other members. More importantly, the manager needs
to be responsible other than being authoritative so that people can finish their task in time. I was
always engaged and I took the role of the project manager so that we could accomplish various
tasks of the assignment in time. It was a matter of ensuring that every group member got a task
that matched their characters and the one I was sure they could complete successfully. At first, I
thought that I would take control and use my power as a project leader to make them complete
the tasks in time. It became hard since some could complain that they could not solve or they
were not okay handling some tasks. The project involved the collection of data, conducting
interviews and also analyzing the data to accomplish the purpose of the project.

PROJECT MANAGEMENT LEADERSHIP 6
From the group assignment, it gave the meaning of project management as an activity to
be undertaken with others. First, if there was no project manager, it would be hard to accomplish
the task on time and in an intended way. Additionally, from that experience, I was able to
understand the reliability between the project manager and the team members. The team players
depend on the leaders to give direction and to guide the activity. Additionally, for the
implementation process, there is a need to pool together a different set of skills like leadership,
communication, analyzing and facilitating. Thus, it is not possible for a person to conduct the
duty alone despite having a clear plan. The collaborative efforts of my team members made
everything to work and more importantly we matched the skills with personal characteristics
(Baiden & Price, 2011; Aga, Noorderhaven & Vallejo, 2016).
Project implementation requires a different set of skills such as leadership,
communication, facilitating and negotiating skills (Dwivedula Bredillet & Müller, 2016). A
project manager plays an important role in facilitating the activity, the delegation of task,
offering support and communication of points to stakeholders (Edith Cowan University, 2018).
Further, the ability to delegate a task and match with skills required plays an imperative role and
makes it easy in conducting duties (Baiden & Price, 2011). From my experience in the position
of the school project program, and from the definition of the role of a manager in a project, it is
clear that main project for a leader is involving team members to do what is needed. So, failure
to delegate duties and help people do what they are entitled can fail a project, increase the costs
and resources to needed to complete them (Edith Cowan University, 2018). The project
deliverables and characteristics are met by the team unlike by the project manager.
Also, it is central to note that project management can be achieved in an environment
where people have less authority. Authority is the ability to give orders and get people to obey

PROJECT MANAGEMENT LEADERSHIP 7
the decisions (Baiden & Price, 2011). On the other side, responsibility involves accountability or
obligation to do a job in time and in the best way (Browne et al., 2016). I was able to learn that
such a position needs a person who is influential. I was able to conduct and mobilize people and
the necessary resources for the project because of my ability to influence team members in doing
more. In addition, I would ensure that I do not force or take advantage of being a manager to
deny members space to contribute in decision making. Sometimes allowing people to make
suggestions on how best they can accomplish their duties help me to be more influential to a
point that people were willing to go an extra mile to deliver.
In most cases, a manager takes advantage of the powers and become authoritarian over
the team (Hoegl & Muethel, 2016). As a result, people end up resisting and unwilling to perform
the task. According to Cano et al., (2018), the ability to help people own up a project requires
internal motivation which comes from influence a leader has on the people they manage. In the
event, that a project manager is unable to make the team do what is necessary, a project fails. It is
an obligation of a manager to ensure that the availed resources and timeframe are met without
compromising the deliverability of a project. That is why from my experience I learned that
being accountable for every decision and collaborating points to give the final project in the best
way. Consequently, from my experience, the major role is the delegation of tasks and guiding
people to conduct their duties other than using force to force them to perform tasks.
Portfolio Entry 3
Understanding my personality as well as those of my team members is important in
determining the team roles and delegation of duties. Personalities embrace attitudes, opinions,
and attitudes which can greatly help in determining the leadership style that suits best to carry
out the project (Özbağ, 2016). Most of the studies have tried to look into the relationship of

PROJECT MANAGEMENT LEADERSHIP 8
personality and how they affect leadership styles in a project. Leadership style is determined by
the personality though they can be influenced by other external factors. Considering the five
factors of personality which include dependability, agreeableness, emotional stability and
urgency, I fit in a participative leadership style (Özbağ, 2016). For my case, I depend on others
and I have a higher sense of emotional stability which makes it easier to relate and solve
conflicts (Edith Cowan University, 2018). Also, the fact that people view me as a team builder
and someone able to listen to others, I perfectly fit in the participative leadership style.
The participative leadership style fits the roles of other members since I have a
personality that helps me relate to people of different ranks (Soane Butler & Stanton, 2015). As
mentioned in portfolio two, the main project of a leader is to manage people and help them do
what they are meant to do. As a result, I have the ability to coordinate the team roles to ensure
that success is met. I may have different facilitating factors, but how one relates with friends,
team members and other leaders in a project is more of a responsibility in project management
and that is what determines the completion of work within the constraints (Edith Cowan
University, 2018).
The second step is understanding the nature and timeframe of the project. Some of the
projects may have a short deadline and thus I may never give room to waste any time (Larson &
Gray, 2017). In that case, autocratic leadership may be appropriate to save on time. The
participative role takes time before people come to a consensus. It is the obligation of a manger
to overcome constraints because that is what determines the role of a manager (Edith Cowan
University, 2018). Besides, in case, the follower has little expertise in the project, the leader
needs to define the role each time according to how one feels they can conduct the duties.

PROJECT MANAGEMENT LEADERSHIP 9
Despite the fact that I love sharing and involving teamwork in making decisions, some
situations may call for the leader to design the whole plan with few consultations (Edith Cowan
University, 2018). However, it is important to include a diversity of opinions so that it can
improve the quality of the project. Additionally, a lot of contributions make sure that most of the
problems are tackled (Larson & Gray, 2017). When a project is managed and guided by one
person, they may not understand all the concepts of the project and this may lead to failure or it
may fail to meet the given characteristics. In the event that a project needs to be completed
faster, there is need to change the style of leadership or involve few people while making
decision other than consulting the entire team.
Thirdly, identifying the tasks to be performed in a project. Mostly a project is divided
into tasks where some can be independent and others depend on the completion of others for
them to start. So, as a manager it helps to understand how to assign the tasks to the team
(Matthews & McLees, 2015). If tasks are assigned to people who cannot meet the constraints,
they automatically affect the result of the following activities in terms of budget and time (Edith
Cowan University, 2018). The project involves mobilizing the team members and ensuring that
they all conduct each activity assigned to them in time. Furthermore, understanding the task
makes it easier to lead and offer guidance in those areas that one is an expert and seek help for
the part with less technical knowledge.
As a manager, one may not be an expert in all the activities and that is why a participative
style of management is important (Edith Cowan University, 2018). The team members should
have the technical knowledge and can enlighten the leader more since they have the
understanding (Matthews & McLees, 2015). Also, knowing more about the task to be
undertaken, help in delegation roles like matching the best tasks with the required skills and roles

PROJECT MANAGEMENT LEADERSHIP 10
of the team members (Edith Cowan University, 2018). Success is achieved by convincing people
to take the task to do their job right and also motivate teamwork to accomplish success. More
importantly, the diverse task requires different professionals that need to work closely with each
other for the final objective (Assaf, Hassanain & Mughal, 2014). For my case, I love
collaborating the team groups by helping them achieve the goal. As a project manager, I will
delegate the duties to the team leader of each group depending on their skills and personality that
match the roles. Matching personal characteristics with the project task makes easier for the
person to deliver which is an important activity undertaken by the manager.
The last step involves assigning a leader to each group who is delegated the duty to watch
their team (Yahaya & Ebrahim, 2016). That includes a person with professional and technical
skills about the task. As mentioned earlier a project may comprise different task that requires
different professional knowledge, each task is given to a team leader who can be able to guide
the others to perform the task. For my specialization, I may not have a full understanding of the
entire task and the qualities that measure good performance. Therefore, to ensure that the project
does not get compromised for the fact that I have areas with least favor, appointing a person with
more understanding can be of help. Also, involving the team members to aid in designing the
best ways their team members can handle the job give them the freedom to do it their own way
(Matthews & McLees, 2015). Freedom to choose how to work helps the project manager gain
influence which makes it easier to motivate all people in achieving the goals.
Portfolio Entry 4
An ethical dilemma is a situation involves moral issues and it puts a person in place to
make choices (Zwitter, 2019). The two options provided do not resolve the problem in an
ethically acceptable way. The complexity in an ethical dilemma is the fact that rejecting one

PROJECT MANAGEMENT LEADERSHIP 11
choice transgresses the other (Zwitter, 2019). For instance, I was involved in a situation where
the company wanted to make more sales to save the firm losing some of its assets. As a result,
we had to make false adverts that exaggerated the quality of the products so as to draw attention
and increase sales in few days. The act was not ethical but failure to take an action would result
in loss of assets. Additionally, if the company decided to take a moral action and be true, the
company would probably have lost the most valuable items and it would have affected the
owners. On the other hand, it would have affected the image of the organization if the customers
learned that the intention of the advert was to increase sales. Besides, I had an incident as a
project manager that involved abrupt departure that resulted in failure and suspension of the
goals. Lastly, the ethical dilemma that I had on delivery of goods, where I had promised to keep
time but I was held by some duties and it got late. I decided to over speed to get to the client on
time and that resulted in a minor accident and finally, the goods were not delivered on that day.
Letter
I write a letter to critique the ethical behavior portrayed on various occasions. The choice
of the decision or the ethical behavior portrayed was not satisfactory and considerably affected
personal and organizational integrity in carrying of business. This is especially in the first
incident that involved in a false advertisement in order to make more sales. The handling of the
issue from the planning phase shows a failure to observe ethics. Ethical behavior is important
and it helps everybody in the organization to do what is right (Hammersley, 2015). Going further
to advertise and promote false descriptions of a product, is not right. It has a negative impact on
one's behavior. It ruins the reputation of the person who carried the advert and also those people
who did the sale if it did not meet the said description. The right thing that was supposed to be
done is to ensure they negotiate with the people they thought were to take the assets. In the event

PROJECT MANAGEMENT LEADERSHIP 12
that a company is bankrupt or has less liquidity to pay their dues, there are various means like
looking for extensions of loan repayment, seeking more funds from other sources or
renegotiating the terms with lenders. The act is unethical and it put the company on the edge of
losing its integrity both to customers and the lenders (Pearson, 2017). The following can affect
future projects since people may judge using the situation and conclude that the project is
conducted under no integrity.
The second incident when was given the duty to lead a project and I abruptly left after a
quarrel with the owner. According to the principles of ethics like beneficence, least harm and
respect for autonomy rendered the action as unethical (Vinnari, Vinnari & Kupsala, 2017).
Beneficence states that an action is good if it gives the largest ratio of good. But according to the
step taken, the stakeholders were affected and it led to the failure of the project. Hence, it
incurred more cost, time for the project was extended and the harm was greater than good.
Despite the conflict, it was better to determine the outcome before taking action. Least harm is a
principle that suggests an ethical action in case of a dilemma should be the one with minimal
negative effects. Further, autonomy is the agreement of the majority but I did not consider the
decision of others when the services were withdrawn (Shapiro & Stefkovich, 2016). Therefore
considering the ethical principle that acts to guide the behavior, the wrong decision was taken.
The last incident involved the delivery of goods to the customer. The ethical dilemma
came in that I had promised to keep time but I was held by some duties and I was late. I later had
to over speed and that resulted in a minor accident and finally, the goods were not delivered on
that day. According to deontological theories, it states a person should adhere to duties and
obligation when making a decision (Engelbrecht, Heine & Mahembe, 2017). First, it was on duty
to do the delivery and also to keep time as per the agreement with the customer. But violating the

PROJECT MANAGEMENT LEADERSHIP 13
law was not the best option. Also, utilitarianism suggests the action need to have the greatest
benefit. The decision of over speeding was not the best since it put the lives of many people at
risk (Vinnari, Vinnari & Kupsala, 2017). It was better to communicate with the client and give
an apology since it would be least harmful than the decision taken. As a result, the customer was
angry and the undertaking of such unethical choices could lead to untimely project completions
in the future.
Portfolio Entry 5
Reflecting on experiences is important since it helps to avoid future mistakes that can be
conducted when undertaking another project (Kerzner & Kerzner, 2017). Reflection is learning a
lesson for a project manager as it helps in suggesting change, development, and reflections
(Coward, 2019). The best reflection needs to be broken down in different stages. The first stage
of reflection starts with the identification and negotiation of a project. In this stage, the reflection
should focus on initial needs analysis. Every project is meant to solve a problem or to solve
needs in society or in an organization. After the finish of the project, the ability of it to solve the
needs determine its success (Kerzner & Kerzner, 2017). It is in this stage a person can
understand and look for problems experienced in the identification of the needs. The reflection
will include all team members who will be asked to give their feedback in each stage and also to
list the challenges that were experienced and further how they can be avoided in the future.
The next step involves the development of the project plan. It is important to have a
roadmap of how to achieve the project (Benz, 2016). More outstandingly, it is the work of a
project manager to engage with the relevant team to develop a plan (Moule et al., 2017). In the
step, stakeholders buy-in is important and it gives a way to start a project. It becomes hard to
work on the project when there is disagreement between the stakeholders. It is a big challenge

PROJECT MANAGEMENT LEADERSHIP 14
for the project manager and the owner to convince people on the viability of a project
particularly to those who will be negatively affected. Such challenges need to be noted to help
change the approach to different parties involved, and also to devise a way to handle the
differences experienced.
The system will reflect on the leading and management of the plan. In the step, it will
concentrate much on conducting the actual task and doing a risk assessment. Risk assessment
helps to identify the hazards and risk that are likely to occur (Svejvig & Andersen, 2015). All the
identified risks are mitigated to ensure that it does not interfere with the project quality and
completion. In the future, a risk assessment will help to deal with a similar project and also help
understand the kind of risk likely to be experienced (Kokotsaki et al., 2016). The risk assessment
team will be involved in this step to give feedback on the success and challenges faced in their
work as well as give future recommendations.
Lastly, I will be looking into the evaluation of the job to ensure that all the deliverables
and qualities are met. Evaluation helps to ensure that the qualities provided by the owner are met.
Additionally, it is in this step that all the plans are determined whether they are sufficiently
addressed. In this step, it reviews all the work done, notes down how all the activities were done
and also ensures that the budget line was achieved.

PROJECT MANAGEMENT LEADERSHIP 15
References
Assaf, S., Hassanain, M. A., & Mughal, H. (2014). Effectiveness of project teams and their
impact on the performance of Saudi construction projects. Research Journal of Applied
Sciences, Engineering, and Technology, 7(24), 5148-5156.
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Allen, M., Carpenter, C., Dydak, T., & Harkins, K. (2016). An Interpersonal Project Leadership
Model. Journal of Information Technology and Economic Development, 7(2), 24.
Baiden, B. K., & Price, A. D. (2011). The effect of integration on project delivery team
effectiveness. International Journal of Project Management, 29(2), 129-136.
Basten, F., Evers, A., Geijsel, F., & Vermeulen, M. (2018). 21st-century leadership skills for
learning networks.
Benz, C. (2016). Reflection: An opportunity to address different aspects of professional
competencies in mathematics education. In Mathematics Education in the Early Years
(pp. 419-435). Springer, Cham.
Browne, W., Dreitlein, S., Ha, M., Manzoni, J., & Mere, A. (2016). Two Key Success Factors
for Global Project Team Leadership: Communications and Human Resource
Management. Journal Of Information Technology & Economic Development, 7(2).

PROJECT MANAGEMENT LEADERSHIP 16
Cano, F., Montero, C., Cervelló, E., & Moreno-Murcia, J. A. (2018). Influence trainer's
interpersonal style on motivation in athletes lifeguard. Cuadernos de Psicología del
Deporte, 18(1), 173-181.
Chen, M. W., & Rybak, C. (2017). Group leadership skills: Interpersonal process in group
counseling and therapy. SAGE Publications.
Coleman, S., & MacNicol, D. (2016). Project leadership. Routledge.
Coward, M. (2019). Importance of reflection in revalidation. Nursing Management, 26(2).
Dwivedula, R., Bredillet, C. N., & Müller, R. (2016). Personality and work motivation as
determinants of project success: the mediating role of organisational and professional
commitment. International Journal of Management Development, 1(3), 229-245.
Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and
work engagement. Leadership & Organization Development Journal, 38(3), 368-379.
Edith Cowan University, (2018). Project ‘Bodies of Knowledge’ (BoK’s) and project
organisation.
Edith Cowan University, (2018). Introduction to project leadership.
Edith Cowan University, (2018). Communication and conflict resolution in projects.
Edith Cowan University, (2018). Leadership and project stakeholders.
Edith Cowan University, (2018). Leadership behaviours theories and styles in projects.
Edith Cowan University, (2018). Problem solving and decision making in projects.

PROJECT MANAGEMENT LEADERSHIP 17
Edith Cowan University, (2018). Negotiation, motivation and delegation in projects.
Edith Cowan University, (2018). Project teams, groups and their roles.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Hammersley, M. (2015). On ethical principles for social research. International Journal of Social
Research Methodology, 18(4), 433-449.
Hoegl, M., & Muethel, M. (2016). Enabling shared leadership in virtual project teams: A
practitioners' guide. Project Management Journal, 47(1), 7-12.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kokotsaki, D., Menzies, V., & Wiggins, A. (2016). Project-based learning: A review of the
literature. Improving Schools, 19(3), 267-277.
Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-
Hill Education.
Matthews, R., & McLees, J. (2015). Building effective projects teams and teamwork. Journal of
Information Technology and Economic Development, 6(2), 20.
Moule, P., Armoogum, J., Douglass, E., & Taylor, J. (2017). Evaluation and its importance for
nursing practice. Nursing Standard, 31(35).

PROJECT MANAGEMENT LEADERSHIP 18
Özbağ, G. K. (2016). The role of personality in leadership: five-factor personality traits and
ethical leadership. Procedia-Social and Behavioral Sciences, 235, 235-242.
Pardey, D. (2016). Introducing leadership. Routledge.
Pearson, R. (2017). Business ethics as communication ethics: Public relations practice and the
idea of dialogue. Public relations theory (pp. 111-131). Routledge.
Schoar, A., & Zuo, L. (2017). Shaped by booms and busts: How the economy impacts CEO
careers and management styles. The Review of Financial Studies, 30(5), 1425-1456.
Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in education:
Applying theoretical perspectives to complex dilemmas. Routledge.
Soane, E., Butler, C., & Stanton, E. (2015). Followers' personality, transformational leadership,
and performance. Sport, Business and Management: An International Journal, 5(1), 65-
78.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), 278-290.
Vinnari, M., Vinnari, E., & Kupsala, S. (2017). Sustainability Matrix: Interest Groups and
Ethical Theories as to the Basis of Decision-Making. Journal of Agricultural and
Environmental Ethics, 30(3), 349-366.
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: a literature

PROJECT MANAGEMENT LEADERSHIP 19
review. Journal of Management Development, 35(2), 190-216.
Zwitter, M. (2019). Ethical Theories. In Medical Ethics in Clinical Practice (pp. 15-22).
Springer, Cham.