The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review

Turner, J. Rodney; Müller, Ralf

doi:10.1177/875697280503600206

Cited by 510 publications

(393 citation statements)

References 21 publications

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“…However, the study of Turner and Muller [18] shows that the leadership style and the project manager skills have only a minor impact on the overall effectiveness of this type of team. To this end, Pearce and Manz bring forward that in our general review of leadership, one of the reasons some researchers concluded that leadership is not a major determinant, lies in the theoretical persistence on the role of the individual at the expense of the group.…”

Section: Leadershipmentioning

confidence: 99%

The Project Team Features Effectiveness and Leadership

Gabrea¹,

Lascaie²,

Popescu³

et al. 2017

Risk in Contemporary Economy

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The project team that is responsible for providing flexibility and innovation to this structure in order to enable organizations to remain successful (1). The very nature of the project team's work underpins a collective task much more complex than that assumed by other types of work teams. The aim of this paper is to explore the main factors that determine the project team effectiveness.The research methodology was the literature review. The main finding reveals that the organizational structure of projects and the project team should not be considered as a panacea for all problems of organizational effectiveness.

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Section: Leadershipmentioning

confidence: 99%

The Project Team Features Effectiveness and Leadership

Gabrea¹,

Lascaie²,

Popescu³

et al. 2017

Risk in Contemporary Economy

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“…The literature on project success factors has been relatively quiet about the role of change (Turner & Müller, 2005). In addition, PMI, for example, which offers training on project management, does not account for changes brought along with the project.…”

Section: Change Management In Information System Projectsmentioning

confidence: 99%

“…It is accomplished through the application and integration of PM processes such as initiating, planning, executing, monitoring and controlling, and closing (PMI, 2013). PM is the disciplined application of knowledge, skills, tools and techniques to project activities to meet the project requirements (PMI, 2013;Turner & Müller, 2005).…”

Section: Changes Driven By Projectsmentioning

confidence: 99%

Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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“…Those seven forces are addressed by Turner and Muller (1999). But, they also found that the leadership style and competence of a project manager has no impact on project success due to the unique, novel and transient nature of individual project [9]. On the other hand, Patanakul (2011) noted that the right project manager assignment on multiple project management is effective for organization learning and customer satisfaction [10].…”

Section: Critical Success Factors Of Project Managementmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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Company A, an embedded system manufacturer, has been managing multiple development projects. Executives need to understand the risk level of every project and prioritize resource distribution. Traditional project monitoring tools or excel sheets are too complex for calculating the risk factors across a functional organization. Two new charts, "Spear-head Chart" and "Float Chart" were designed to assist high level decision making processes. Two charts were used for weekly executive meetings in order to monitor project progress and rectify project direction. One page graphical monitoring tools in Company A are good enough for high management decision making. Authors explain the characteristics of two charts and propose its practical implementation in real working environment. Spear-head chart was also implemented as a system.

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The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review

Cited by 510 publications

References 21 publications

The Project Team Features Effectiveness and Leadership

The Project Team Features Effectiveness and Leadership

Change management in information systems projects for public organizations

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

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