EXPLORING PROJECT-RELATED FACTORS THAT INFLUENCE LEADERSHIP STYLES AND THEIR EFFECT ON PROJECT PERFORMANCE: A CONCEPTUAL FRAMEWORK

Suzaan Pretorius, Herman Steyn, Taryn Jane Bond-Barnard

Abstract


It is widely accepted that project leaders should adapt their behaviour to meet the unique leadership demands of a variety of situations. Recently, vertical, shared, and horizontal styles of leadership have gained prominence, especially in the project management literature. Several factors are believed to play a role in determining an appropriate balance between these leadership styles. This theoretical study explores the influence of project types, the stage in the project life cycle, organisational project management maturity, and the level of trust and collaboration between project team members on the appropriate balance of leadership styles in projects. This paper presents a conceptual framework of these factors, while empirical results will be reported on in the sequel to this paper.


Keywords


Leadership; project management success; shared leadership; vertical leadership; structural equation model.

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DOI: http://dx.doi.org/10.7166/28-4-1778

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Copyright (c) 2017 Suzaan Pretorius, Herman Steyn, Taryn Jane Bond-Barnard


ISSN 2224-7890 (on-line) ; ISSN 1012-277X (print)


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