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Leading Projects

In: Managing People in Projects for High Performance

Author

Listed:
  • Upasna A. Agarwal

    (National Institute of Industrial Engineering)

  • Karuna Jain

    (Indian Institute of Technology Bombay)

  • Vittal Anantatmula

    (Western Carolina University)

  • Sankaran Shankar

    (University of Technology Sydney)

Abstract

After briefly reviewing leadership theories—trait, skill, behavioural, and situational—this chapter will focus specifically on transactional and transformational leadership, which are the common styles of leadership observed in projects. It will then point to some newer theories seen in projects such as authentic, servant, balanced, and responsible leadership. Leader–follower theories are also examined. The project manager’s role as a coach or mentor will be discussed. The competencies required of project leaders (including emotional intelligence) will be explored. An important question posed is how leadership in a project adapts to the context, nature, temporality (where the project is now), and characteristics of the project (e.g., time bound, risky, etc.). You will learn about differences between managers and leaders and how to develop as a leader.

Suggested Citation

  • Upasna A. Agarwal & Karuna Jain & Vittal Anantatmula & Sankaran Shankar, 2023. "Leading Projects," Management for Professionals, in: Managing People in Projects for High Performance, chapter 0, pages 121-134, Springer.
    • Handle: RePEc:spr:mgmchp:978-981-19-8206-4_10
    DOI: 10.1007/978-981-19-8206-4_10
    as

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