Currently, many organisations experience challenges as a result of uncertainty, fast-changing environments, globalisation, and increasingly complex work tasks. In order to adapt to these challenges, a shift in leadership style may be needed. Traditionally, leadership has been seen as a vertical relationship (top-down influence). For a number of decades, this vertical leadership model has been the principal one in the leadership field; but lately, shared and balanced leadership have gained importance, especially in the project management literature. This theoretical study highlights some differences between 'leadership' and 'management', and explores current trends in the leadership literature. It especially focuses on vertical, shared, and balanced leadership in project management, and identifies future opportunities for research. OPSOMMING Baie organisasies ervaar vandag uitdagings as gevolg van onsekerheid, vinnig-veranderende omgewings, globalisering, en toenemend komplekse werkstake. 'n Verskuiwing in leierskapstyl mag nodig wees om aan te pas by hierdie uitdagings. Tradisioneel was leierskap gesien as 'n vertikale verhouding (bo-na-onder invloed), en hierdie vertikale leierskapsmodel was die vernaamste een in die leierskapsveld vir baie jare. Gedeelde en gebalanseerde leierskap het onlangs begin om belangrik te word, veral in die projekbestuursliteratuur. Hierdie teoretiese studie bespreek sommige verskille tussen leierskap en bestuur, en ondersoek die onlangse rigtings in die leierskapsliteratuur. Dit fokus veral op vertikale, gedeelde, en gebalanseerde leierskap in projekbestuur, en identifiseer toekomstige geleenthede vir navorsing.

Previous studies have attempted to determine how the success of South African IT projects related to the project management maturity of the organisations that executed the projects. The study reported in this article was conducted during 2010 in the engineering and construction sectors. This paper reports on a structured questionnaire distributed to 1,625 individuals mainly in the South African engineering and construction industries, from which 255 responses were received. 'Project success' was self-defined by the respondents, who identified 'project success' within their unique environments and contexts. The bulk of the projects (46%) were considered successful. The average perceived project management maturity level was 2.88. OPSOMMINGVorige studies het bepaal hoe die sukses van Suid-Afrikaanse IT projekte vergelyk met die projekbestuursvolwassenheid van die organisasies wat die projekte uitgevoer het. Hierdie studie is uitgevoer gedurende 2010 in die ingenieurs-en konstruksiebedrywe. 'n Gestruktureerde vraelys is versprei aan 1,625 mense wat meestal werksaam was in die SuidAfrikaanse ingenieurswese-en konstruksiebedrywe, en 255 antwoorde is ontvang. 'Projeksukses' is selfgedefinieer deur die respondente op grond van hulle unieke omgewings en kontekste. Die grootste hoeveelheid van die projekte (46%) is as suksesvol gereken. Die gemiddelde waargeneemde vlak van projekbestuursvolwassenheid was 2.88.

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. OPSOMMINGDit word wyd aanvaar dat leiers hulle gedrag by spesifieke situasies moet aanpas sodat die unieke leierskapvereistes wat aan hulle gestel word nagekom kan word. Vertikale, gedeelde en horisontale leierskap style is deesdae op die voorgrond, veral in projekbestuur literatuur. Verskeie faktore speel 'n rol in die bepaling van 'n geskikte balans tussen hierdie leierskapstyle. Die faktore sluit in die tipe projek, die stadium in die projeklewensiklus, die projekbestuurvolwassenheid van die organisasie, en die vlak van vertroue en samewerking tussen mense binne die projek. Hierdie artikel stel 'n konseptuele raamwerk van hierdie faktore voor, terwyl empiriese uitslae in 'n opvolgartikel gerapporteer sal word.

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