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PurposeThe purpose of this study is to investigate how trust can be built in a relationship between a project and its stakeholders.Design/methodology/approachThe empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. A Norwegian project, the new opera house, is studied. This is a large public construction project, with a great deal of media and public attention by Norwegian society.FindingsThe study results show that trust is built in a project‐stakeholder relationship by improving communication skills, behaving reliably, showing commitment, being sincere, benevolent and competent, obtaining and acting with integrity, working towards reaching project milestones and establishing common goals.Research limitations/implicationsFuture research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.Practical implicationsThis research concludes that trust is important for building a well‐functioning business relationship. Trust can be seen as a result of good project‐stakeholder relations, and trust is reciprocal. Trust is something that must be earned, and it can be easily lost.Originality/valueHow to build trust in project‐stakeholder relationships is studied in this research paper.

Purpose The purpose of this paper is to describe and discuss how project managers practice a coaching leadership style (CLS). Design/methodology/approach This paper is based on a case study of an organization practicing coaching in projects. Findings The research findings show that to succeed with a CLS, project managers must have a large toolbox, which includes signature strengths, self-management and a give culture. Further, the paper describes how a model consisting of two learning processes can help to implement a CLS in practice. Research limitations/implications This study is exploratory, contributing to the development of a substantive theory. Theory testing as well as more in-depth investigation of mental models of a CLS would be valuable. Practical implications Coaching leadership theories offer insights that can be leveraged to make project management more effective through improved research foundations. Originality/value This paper focuses on how a CLS is carried out in projects and how it can be improved and should thus be of interest to managers searching for tools and models for effective leadership.

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