A domain based framework for effective project leadership
Ssegawa, Joseph K.
PublisherThe University of the West Indies, www.uwi.edu/index.asp
MetadataShow full item record
This paper argues that the project environment is unique, complex, and uncertain and therefore an understanding of project leadership should be approached from that point of view. It also argues that the prevailing project leadership theories do not explain project leadership in an integrative manner. Essentially the article attempts to answer two research questions namely Can project leadership be defined as an integrated-domain based construct (RQ1)? and how can the identified domains be mastered by project leaders in order to be effective during project delivery (RQ2)? By conducting a literature review to analyse definitions, theories and studies conducted in leadership or project leadership coupled with actual experiences of project leadership and project team membership, the paper proposes an integrated framework consisting of four project leadership domains. It proposes that for an effective project leadership process to take occur, a project leader requires self-leadership in order to exercise leadership of project stakeholders, leadership of project tasks and leadership of a project situation. The framework deviates from the normal premise of viewing project leadership as a process directed at only influencing a project team or stakeholders. The paper further proposes that certain strategies and capabilities are needed to ‘master’ each domain in order to achieve effective project leadership.
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