I explore why the reality of project leadership differs from the project management and project leadership literature through a series of qualitative interviews. I find that leadership should be part of project management to a much greater extent than is the case in the current literature, as the reality of project leadership is more advanced than the literature. My research indicates that leadership plays an increasingly big part in projects as it helps project managers motivate team members and improve the results of the projects. The project management and project leadership literature give similar definitions of leadership in projects, as both perceive leadership to be when a leader creates a shared vision, motivates and engages others in order to achieve a desired outcome. Even though leadership is already a part of the literatures, the project management literature merely treats it as an afterthought with basic and practical leadership theories in the forefront. In the project leadership literature, leadership theories are more thoroughly described, but remain similar to the project management literature. Finally, I argue that leadership should be integrated with project management, making it more of project leadership, rather than just leadership in project management as a way of making sure the project management literature corresponds to the reality of project managers.
|Educations||MSc in Business, Language and Culture, (Graduate Programme) Final Thesis|
|Number of pages||147|