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Leadership performance is significant to project success or failure: a critical analysis

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  • Phil Nixon
  • Megan Harrington
  • David Parker

Abstract

Purpose - This paper seeks to review the current literature in order to explore how performance of leadership in project management determines project outcomes. The specific causes of project success or failure have been an area of much debate in the project management literature. Performance of leadership has been cited as a critical success factor, determining either the success or failure of a project. Design/methodology/approach - An extensive literature review has been undertaken to explore our understanding of how project leadership performance impacts on project outcome. Findings - The mechanisms through which leadership may impact on outcomes are considered. Implications include the need for project managers to prioritize training in leadership skills, and the need for continuous professional improvement to enhance leadership outcomes. No single leadership model is appropriate throughout the duration of the project. Performance, therefore, must be modified to align with the stages of the project duration. Research limitations/implications - While the literature has given meaningful insights into leadership of projects, there has been little research into performance management of project leadership. The work is the basis of developing a research agenda and establishing a conceptual framework. The opportunity exists, based on this work, for carrying out research on project leadership performance and its effect on project outcomes. Practical implications - Insightful learning has been achieved into project leadership and the failing of practitioners in appropriate training and development at various stages of the projects life cycle. Social implications - Projects and project‐based management, delivered nationally and internationally, are of significant importance to organizations. Increasing understanding of the implications of leadership performance, therefore, is of critical importance. Originality/value - The literature review has identified significant limitation in project leadership performance management. It is anticipated that this work will trigger further research.

Suggested Citation

  • Phil Nixon & Megan Harrington & David Parker, 2012. "Leadership performance is significant to project success or failure: a critical analysis," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(2), pages 204-216, January.
    • Handle: RePEc:eme:ijppmp:v:61:y:2012:i:2:p:204-216
    DOI: 10.1108/17410401211194699
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    Citations

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    Cited by:

    1. Syed Muhammad Javed Iqbal, Muhammad Shahid Nawaz, Sulaman Hafeez Siddiqui, Muhammad Kashif Imran, 2019. "Does Project Teamwork Matter? Investigating the Relationship between Transformational Leadership and Project Success," Journal of Management Sciences, Geist Science, Iqra University, Faculty of Business Administration, vol. 6(1), pages 79-95, March.
    2. Azamudin Badri-Harun & Mohamed Radzi Zainol & Amzairi Amar & Zullina Hussain Shaari, 2016. "Emotional Intelligence as Mediator between Leadership Styles and Leadership Effectiveness: A Theoretical Framework," International Review of Management and Marketing, Econjournals, vol. 6(1), pages 116-121.
    3. Vanita Bhoola, 2015. "Impact of Project Success Factors in Managing Software Projects in India: An Empirical Analysis," Business Perspectives and Research, , vol. 3(2), pages 109-125, July.
    4. Xu, Xiaobo & Zhang, Weiyong & Li, Ling, 2016. "The impact of technology type and life cycle on IT productivity variance: A contingency theoretical perspective," International Journal of Information Management, Elsevier, vol. 36(6), pages 1193-1204.
    5. Nidhi Bansal & Shipra Singh & D. K. Srivastava, 2019. "Understanding Project Leadership: An Indian Context," Business Perspectives and Research, , vol. 7(2), pages 121-131, July.
    6. Chido Samantha Madhanga & Steven Kayambazinthu Msosa & Tatenda Chikukwa, 2022. "Assessing various leadership styles used at a multinational company specialising in marine services in Sub-Saharan Africa," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(2), pages 136-143, March.
    7. Martin S. Andersen & Jeremy W. Bray & Albert N. Link, 2017. "On the failure of scientific research: an analysis of SBIR projects funded by the U.S. National Institutes of Health," Scientometrics, Springer;Akadémiai Kiadó, vol. 112(1), pages 431-442, July.
    8. Seyed Armin Mirhosseini & Reza Kiani Mavi & Neda Kiani Mavi & Behzad Abbasnejad & Farzaneh Rayani, 2020. "Interrelations among Leadership Competencies of BIM Leaders: A Fuzzy DEMATEL-ANP Approach," Sustainability, MDPI, vol. 12(18), pages 1-30, September.
    9. Nermin Hasanspahić & Vlado Frančić & Srđan Vujičić & Mario Mandušić, 2021. "Safety Leadership as a Means for Safe and Sustainable Shipping," Sustainability, MDPI, vol. 13(14), pages 1-14, July.
    10. Muhammad Irfan & Sanam Zaib Khan & Nasruddin Hassan & Mazlan Hassan & Muhammad Habib & Salma Khan & Hadi Hassan Khan, 2021. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success," Sustainability, MDPI, vol. 13(3), pages 1-19, January.
    11. Jaroslav Vrchota & Petr Řehoř & Monika Maříková & Martin Pech, 2020. "Critical Success Factors of the Project Management in Relation to Industry 4.0 for Sustainability of Projects," Sustainability, MDPI, vol. 13(1), pages 1-19, December.
    12. D. Laurie Hughes & Nripendra P. Rana & Yogesh K. Dwivedi, 2020. "Elucidation of IS project success factors: an interpretive structural modelling approach," Annals of Operations Research, Springer, vol. 285(1), pages 35-66, February.
    13. Abdulla Abdulaziz Al-Subaie & Mohd. Nishat Faisal & Belaid Aouni & Faisal Talib, 2021. "A Strategic Framework for Transformational Leadership Development in Megaprojects," Sustainability, MDPI, vol. 13(6), pages 1-21, March.
    14. Riaz Ahmed, 2017. "Significance of Communication and Project Management Processes in Public Sector Projects," Proceedings of International Academic Conferences 5808136, International Institute of Social and Economic Sciences.
    15. Svajone Bekesiene & Ieva Meidute-Kavaliauskiene & Šárka Hošková-Mayerová, 2021. "Military Leader Behavior Formation for Sustainable Country Security," Sustainability, MDPI, vol. 13(8), pages 1-22, April.
    16. Riaz Ahmed & Noor Mohamad & Muhammad Ahmad, 2016. "Effect of multidimensional top management support on project success: an empirical investigation," Quality & Quantity: International Journal of Methodology, Springer, vol. 50(1), pages 151-176, January.
    17. Yogesh N. Naik & Monika Bisht, 2016. "Effectiveness drivers for Indian information technology managers: an empirical study," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 12(1), pages 72-91.
    18. Guido Capaldo & Vincenza Capone & Jolanta Babiak & Beata Bajcar & Dorota Kuchta, 2021. "Efficacy Beliefs, Empowering Leadership, and Project Success in Public Research Centers: An Italian–Polish Study," IJERPH, MDPI, vol. 18(13), pages 1-19, June.

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