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Nowadays, in response to the technological evolution of the markets, organizations need to effectively improve their product development process. The product development can be seen as a global project where the industrialization project is a subproject of the product development project. The use of an integrated project management process helps to ensure projects completion according to the schedule plan and to keep the cost inside the budget and the quality with acceptable standards. The main objective of this research was the improvement of the project management practices in industrialization projects in a company of the automotive sector. An integrated project management process was developed and key project management tools and techniques were proposed, considering the project organizational context. The stakeholders who participated in this research study perceived that improvements proposed will be an added value to the company, however, due to the time constraints, it was not possible to test and quantify the real benefits of the proposed improvements on the management of industrialization projects.

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This study grounds on the contemporary concern towards sustainability, reviewing literature to ascertain the personality traits of current leaders, framing them under the most effective leadership style in order to leverage organizational green consciousness and performance. It provides insights on the multilevel social dynamics outlining individual citizenship behaviors at work, as it advances that organizations shall rely on green transformational leadership to enhance the workforce green cognitions and behaviors, providing workplace opportunities to engage in environmental management related activities, thus leveraging green consciousness and performance. Hence, this study maps the current leader's personality traits so that their leadership paradigm may be best captured in terms of the value congruence between leaders/followers, solidifying a green psychological climate at the organization, impacting on its psychological capital and ownership, reconfiguring the organizational psychological contract by defining it as a collaborative learning process.