Effecive Project Management Leadership as a Project Success

Asian Journal
of Research in
Business Economics
and
Management
Asian Journal of Research in Business Economics and Management
Vol. 4, No. 3, March 2014, pp. 48-65.
ISSN 2249-7307
48
www.aijsh.org
Asian Research Consortium
Effective Project Management Leadership as a Project
Success Factor
Mackson K Gilika*; Samuel M Muwanei**
*Gaborone, Botswana.
**Gaborone, Botswana.
Abstract
Many projects continue to fail in Botswana despite the use of established project management
methods and techniques. There is a lack of good project management leadership. According to the
Project Management Body of Knowledge (PMBOK), a project’s success is the effective
management of the triple constraints of schedule, budget and the scope. In order to achieve
successful project outcomes, it is very important for a project manager to have technical expertise
and also display appropriate leadership skills. It is clearly evident that many projects are still failing
in Botswana. Transformational leadership is a renowned model that could contribute to successful
project outcomes.
The study focused on the project management human resource component, namely the project
management leadership. Essential to the successful outcome of projects are the project manager and
the project team. The role of project manager combines human and technical expertise to deliver
successful project outcomes and he is responsible for leading the project team towards achieving
the desired outcome of the project (Institute, 2004). Gido and Clements, (2012) affirm that the
success of projects depend more on human factors such as project leadership rather than on
technical factors. Both of these aspects are needed by project managers to manage their projects
and project teams in order to achieve their project objectives.
Participants in this study were individuals in the construction, engineering and real estate industries
who have been involved in the project life cycle. The study used a quantitative descriptive approach
to determine if leadership can be a success factor in projects. The results of the study indicated that
transformational leadership or project management leadership in general applied by project
managers is a project success factor.
Many projects continue to fail despite the use of established project methods and techniques;
however leadership competency is required for successful project outcomes. These projects fail to
be completed on schedule, cost and budget. Based on past research and studies, among the main

Gilika & Muwanei (2014). Asian Journal of Research in Business Economics and Management,
Vol. 4, No. 3, pp. 48-65.
49
factors that can cause projects failure are due to weaknesses of human factors especially from the
aspect of ineffective leadership or weak leadership practised by project managers. The project
manager is responsible for leading the project team towards achieving the desired outcome of the
project (Institute, 2004). The objective of this study is to investigate the relationship between
project management leadership and successful completion of projects.
Despite all these, no research of this sort has ever been done in Botswana. Therefore this research
investigated the influence of leadership as a success factor on project completion in the Botswana
context.
Keywords: Project management, project failure, project leadership, project risk management,
leadership, Project delivery.
________________________________________________________________________________
Introduction
Objectives
The purpose of the study was to investigate the relationship between project management
leadership and successful completion of project outcomes. Many projects have failed despite the
use of project management methods and techniques as leadership required for successful project
outcomes has been found lacking (Gido & Clements, 2012). Therefore the aim of this research is to
investigate project management leadership in relation to success of the projects. The purpose of this
research is to:
1. Provide a clear understanding of the concept of leadership in project management
2. Determine if there is a strong correlation between good leadership and successful delivery
of projects.
3. Highlight the best leadership style and skills that lead to successful project delivery.
4. Determine the importance of leadership as a success factor to project outcomes.
Literature Review
Leadership
Leadership is a relationship based on “mutual influence and common purpose between leaders and
project managers in which both are moved to higher levels of motivation as they influence others to
accomplish an objective”, (Gehring,2007). Pierce and Newstrom, (2011) define a leader as one who
exercises authority over one or more other individuals toward the accomplishment of goals and this
requires the leader to interact with followers on a regular basis while listening and directing them
towards success.

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50
Leadership Concepts
Leadership is viewed as the ability to make strategic decisions using communication (Hackman and
Johnson, 2011).Three theories of situational leadership; transformational leadership and
transactional leadership are reviewed.
Situational Leadership
The Situational Leadership Model suggests that there is no “one size fits all” approach to leadership
and comprises of a supportive and a directive dimension (Paul, Kenneth and Dewey, 2008). The
style adopted depends on the readiness and willingness level of the team. Situational leadership is
characterizes by either task or relation motivated and is mostly characterized by the leader making
decisions, then telling/ directing, selling, participating and lastly delegating; it is a top down
approach. Task motivation is characterized by the leader spelling out duties and responsibilities by
telling followers what, how, where, when and who should perform such duties and responsibilities
and this is the directive aspect of the leader’s role.
Transformational Leadership
Burns, J.M. (2012), viewed transformational leadership as where a leader motivates the team
through raising the perception of the importance and value of specific project goals. Stephen,
Timothy and Timothy, (2010), on the other hand believe that one factor that separates
transformational leaders from most other leaders is the ability to create and communicate a
compelling vision or purpose for the group. They suggest that transformational leaders stimulate,
strengthen, and have an inspiring vision which generates and maintain trust and openness; qualities
that strengthen team commitment and loyalty. Burns, J.M., (2012) states that transformational
leadership is characterized by the leader promoting creativity and innovation to problem solving
and implementing new ideas.
Transactional Leadership
Burns, J.M., (2012) identifies transactional leaders as those oriented towards accomplishing the
tasks and maintaining good relations with the project team by exchanging of rewards promised for
good performance. The behaviour of transactional leaders is dictated by the application of
contingent rewards and /or management by exception. Contingent reward provides reward for effort
and recognises good performance while management by exception maintains status quo, intervenes
when the team does not meet performance levels. He also states that the leader focuses on the role
of managerial leadership through rewards and punishment. It is again characterized by the leader
working within organizational culture by policies and procedures; the team achieves objectives
through rewards and punishment.
Effective Leadership Style in Project Delivery
Thite, (1999) indicated that an effective leader motivates the project team towards achieving the
desired outcome of a project. Lee-Kelley and Leong, (2003) identified some of the required project
leadership skills as building relationships and communication, resolving conflict, leading the

Vol. 4, No. 3, pp. 48-65.
51
project team, managing corporate culture, responsibility, motivating, and commitment to project
objectives. Successful project outcomes result from the ability of the project manager to ensure
timely delivery, within budget constraints and successfully manage scope (Institute, 2004).
Kenywenyane, (2011) suggested that the problems in projects usually occur in the hard or
measurable elements of scope, schedule, and cost but he stated that project failures are due because
of individuals not working together towards a common goal.
Thite, (1999) pointed out that many projects are experiencing limited abilities in meeting the
demands of capital programs due to the limited skills of their human resources. To ensure effective
teamwork, project managers should create an environment that encourages team participation.
Methodology
This chapter focuses on how data for this research paper was collected. It explains the methods that
were used as well as how the samples were determined.
Sampling Scheme
Sampling is the process of selecting a group of subjects for a study in such a way that the
individuals represent the larger group from which they were selected (Yount, 2006). The sample is
selected from a population, which is, all the subjects of study (Yount, 2006). Sampling was used
because it is impossible to conduct a census, which is collecting data from the whole population
(Saunders, M.L., 2007). Sampling technique provide a range of methods that enables one to reduce
the cost/amount of data one needs to collect by only considering data from a subgroup rather than
all possible cases or elements (Saunders, M.L., 2007). Non probability sampling mainly
convenience and judgmental sampling was used to choose the sample. Convenience sampling
allowed the researchers to select the convenient population members from which to obtain
information (Stevens, 1996). This was helpful due to the time frame of the research so the best way
was to find as much information in a short space of time.
Target Population
The sample frame was designed to solicit input from individuals who have been involved in project
initiation and implementation. The research study was guided by the 2012 Botswana Confederation
of Commerce, Industry and Manpower (BOCCIM) business directory that registered companies,
associations/ organizations in both the private sector of the economy. For the purpose of this
research participants included project managers, supervisors, and managers in the construction,
Real Estate and Engineering industries. Thirty (30) participants were chosen for the study.
Data Collection
The primary data, for this study, was collected through a questionnaire. Questionnaires are quick
and cost effective compared to other methods like observation. Questions were centred on the
importance of leadership, the leadership style that most contributes to successful project outcomes,
and the kinds of leadership skills project managers need, and finally the invaluable importance of
project management training. Section one asked questions on participant’s background and

Vol. 4, No. 3, pp. 48-65.
52
demographics using closed questions. The likert scale was used to identify factors that contribute to
effective leadership and successful project outcomes. A five point likert scale ranging from strongly
disagrees to strongly agree was used in this study. The likert scale is an attitude scale type. A
statement is followed by several levels of agreement: strongly agree, agree, neutral, disagree and
strongly disagree (Yount, 2006).
Data Analysis and Findings
The collected data was analysed with the help of the Statistical Package for Social Science (SPSS)
and excel. SPSS facilitated the use of graphical presentation of the data gathered, for example, bar
charts and frequency tables.
Data was then analysed and conclusions were drawn from the SPSS analysis. Questionnaires with
similar responses were summarized together to reduce the number of summaries and allowing more
manageable data to be analysed thoroughly. These summaries were then compiled to form one
constructive written presentation and conclusion of the responses. Tables and charts are presented
in the subsequent pages below.
This section presents the analysis of the data that were collected to investigate the relationship
between project management leadership as a success factor in project outcomes. The study used a
quantitative descriptive approach.
Response rate
Of the 30 questionnaires distributed to the project management practitioners in various
organizations only 25 were completed and returned to the researchers.
QUANTITY PERCENTAGE
Questionnaires answered and collected 25 83%
Questionnaires not answered and collected 5 17%
Total questionnaires administered 30 100%
Demographics
The demographic questions were designed to obtain information from participants in five general
areas: The gender and age of participants, the participants project experience, the participants’ role
in project management, and the industry in which the participant participated in projects.
Question 1-4 intended to collect general information from all the participants.

Vol. 4, No. 3, pp. 48-65.
53
Gender of Respondents
Table 1: What is your Gender
Frequency Percent Valid Percent Cumulative Percent
Valid MALES 21 84.0 84.0 84.0
FEMALES 4 16.0 16.0 100.0
Total 25 100.0 100.0
Table 1 show the frequency of the 25 participants who responded to survey question number #1
about the participants’ gender. This was carried out to discuss the dominating gender in the
construction, real estate and engineering industries. Of the 25 questionnaires distributed, 21of the
respondents were males and 4 of the respondents were females. This table shows that females
possibly are under-represented with only 16% of the total respondents while 76% of the
respondents were males. The results show that men dominate project management in the real estate,
construction and engineering industries.
Age of respondents
Table 2: In which Age Group do you Fall
Valid 25-35 4 16.0 16.0 16.0
35-50 11 44.0 44.0 60.0
OVER 50 10 40.0 40.0 100.0
Total 25 100.0 100.0
Table 2 shows the frequency of the 25 respondents who responded to question 2 about the
respondents’ age. Age for respondents was categorized into four age groups that are less than 25
years, 25-35 years, 35-50 years and over 50 years. Out of the 25 respondents 16% of the
respondents fall in the 25-35 years group, 44% of respondents in the 35-50 years group. The
remaining 40% were over the age of 50 years. The results show that more people in construction,
real estate and engineering are over the age of 35 years.

Vol. 4, No. 3, pp. 48-65.
54
Education
Table: 3 What is your Level of Education
Frequency Percent Valid Percent Cumulative
Percent
Valid MASTERS DEGREE 6 24.0 24.0 24.0
BACHELOR DEGREE 15 60.0 60.0 84.0
DIPLOMA 4 16.0 16.0 100.0
Total 25 100.0 100.0
Table 3 shows the frequency of the 25 participants who responded to question number #3. This was
carried out to discuss education level of these experts in project management. Out of 25
respondents, 6 of the participants (24%) held masters degrees, 15 (60%) held bachelor degrees and
4 (16%) held diploma. The results show that most roles in the construction, real estate and
engineering are held by respondents with bachelor degrees followed by masters’ degree holders.
Experience
Table: 4 Experience
Valid 3-5 6 24.0 24.0 24.0
5-10 10 40.0 40.0 64.0
OVER 10 9 36.0 36.0 100.0
Total 25 100.0 100.0
Table 4 shows the frequency of the 25 participants who responded to question #4. This question
was indicative of how experienced the respondents were. Out of the 25 respondents, 6 of the
participants which are 24% had 3-5 years’ experience, 10 of the respondents which are 40% had
5-10 years’ experience, 9 of the respondents which are 36% had over 10 years’ experience in the
industry. This study showed that the majority in the construction, real estate and engineering had
over 5 years’ experience.

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55
Roles of Respondents
Figure: 1
Figure 1 show the frequency of the 25 participants who responded to question #5. This was carried
out to discuss the roles or positions because for the accuracy of the study, information had to be
provided by those with inherent power/ influence in projects. Out of the 25 respondents, 5 of the
respondents which is 20% were project managers, 8 of the respondents which is 28% were
supervisors, 6 of the respondents which is 24% were foremen, 2 of the respondents which is 16%
were resident engineers and 4 of the respondents which is 12% had other roles. The study showed
that the construction, real estate and engineering industries are dominated by supervisors and
foremen.
Industry of Participants
Figure 2

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56
Figure 2 shows the frequency of the 25 respondents who answered to question #6. This was carried
out to discuss the industries of the respondents in which they belonged to. Out of 25 participants 3
of the participants which make 12% were in the real estate industry, 14 of the participants which
make 56% were in the construction industry and 8 of the respondents which make 32% were in the
engineering industry. The study shows that from a diverse section of industries the construction
industry dominates these industries.
Leadership Styles
Figure 3
Figure 3 reports the descriptive statistics of the 25 participants who responded to question #7. This
was carried to identify the styles of leadership the participants expected to contribute most to the
project success. For four leadership styles questions, of the 25 participants 2 of the participants
which are 8% claim that a project manager who provides reward and punishment for performance
is the best leadership style that contributes most to project success. 9 of the participants which are
36% claim that a project manager who delegates tasks and responsibilities, controls and supervises
is the best leader that contributes most to project success. 14 of the participants which are 56%
claim that a project manager who involves others in decision making and provides vision and
direction is the best leadership style that contributes most to project success.
According to findings, majority participants expect project managers who involve others in
decision making to achieve successful project outcomes. The characteristics include a leader who

Vol. 4, No. 3, pp. 48-65.
57
promotes creativity and innovation to problem solving and implementing new ideas, communicates
a compelling vision to specific project goals, strengthen, and have an inspiring vision, generate and
maintain trust and openness, qualities that strengthen team commitment and loyalty. Burns. J.M.,
(2012) stated that all these characteristics conform to transformational leadership.
The 36 percentage of the participants who expects a project manager to delegate tasks and
responsibilities then controls and supervises the team comprising of directive and supportive
elements, or either task or relation motivated. Task motivation is characterized by the leader
spelling out duties and responsibilities by telling followers what, how, where, when and who should
perform duties and responsibilities and this is the directive aspect of the leader’s role. The leader
makes decisions, tells/ directs, participates and lastly delegates it is a very top down approach and
as Burns, J.M., (2012) stated, that all these are characteristics of situational leadership.
The least 8 percent of the respondents who feel a project manager should give rewards for
performance and objectives accomplished. This is dictated by the application of contingent rewards
and /or management by exception. The leader offers rewards to the follower for meeting objectives
that were mutually set and agreed upon previously is characterized by the leader working within
organizational culture by policies and procedures, the team achieves objectives through rewards
and punishment. Burns, J.M., (2012) stated that the leader who focuses on managerial leadership
through rewards and punishment has a transactional leadership style.
The findings of this study implied that the project manager who involves the project team in
decision making, listening and explaining while providing a compelling vision and direction is the
best and most preferred style of leadership in projects is the transformational leadership style as it
contributes to successful project outcomes
Triple Constraints
Figure: 4

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58
Figure 4 reports descriptive statistics for the 25 participants who responded to question #8. This
was carried out to discuss the importance of the triple constraints to measure project success.
Respondents were asked whether they agree, disagree the extent the triple constraints measure
project success. Out of 25 respondents, 100% respondents strongly agree that project success is
measured by successfully completing the project within schedule, budget and scope.
This implies that for a project to be completed successfully, all the three constraints should be met
within specifications of schedule, budget and scope. The project scope details the vision of the
project. It describes the goals, deliverables and work required. It gives out work breakdown
structure into smaller manageable packages. The project schedule manages the timely completion
of the project tasks, milestones, durations and deadlines. Project budget is the process of estimating,
budgeting and controlling costs so that the project is completed within approved budget.
The findings implies that for successful project outcomes, project manager must ensure timely
delivery and within budget and scope.
Factors of Good Leadership
Figure: 5
was carried out to identify factors of good leadership that contributes to successful project
outcomes.

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59
Respondents were asked whether they agree, disagree or neutral that good leadership is necessary
in completing projects successfully.
The characteristics of an effective project leader include the ability to motivate; being visionary;
building relationships; inspiring the project team; guiding the team; leading by example and the
ability to communicate. And the technical component was the least positive indicator of effective
leadership
The implications from this study as identified by majority of the participants, ability to
communicate effectively are the most important characteristic of good leadership and this involves
speaking and listening. The human relations factors of ability to motivate and leading by example
were the largest indicators of good leadership.
Good Leadership
Figure: 6
was carried out to discuss the importance of leadership in the successful completion of projects.
Respondents were asked whether they agree, disagree or neutral that good leadership is necessary
in completing projects successfully. Out of the 25 participants, 14 of the participants which make
56% strongly agree that good leadership is necessary in completing projects successfully.
7 respondents which make 28% disagree that leadership qualities and styles is a pre-requisite for
successful project delivery.

Vol. 4, No. 3, pp. 48-65.
60
The implications from this study as identified by majority of the participants, project manager’s
ability to successfully lead a team and achieve goals is critical to the success of a project and
therefore a success factor for the successful completion of projects. Therefore project managers
should not only have technical skills but have the combination of technical knowledge and
expertise with behaviours that bring about effective project teamwork and communication. The
general observation is that most project managers come from technical background and
demonstrate an engineering mentality with limited consideration for leadership skills. They are
more concerned with complex and highly standardized project management approaches of plans,
standards, methodologies are unlikely to achieve successful project outcomes (Pinto and Slevin,
1988) and (Faerman, 2007).
Formal Leadership Training
Figure: 7
Figure 7 reports descriptive statistics for the 25 participants who responded to question#12. This
was carried out to discuss the importance of leadership training in the successful completion of
projects.
Respondents were asked whether they agree, disagree or neutral that formal leadership training is
important to be successful. Out of the 25 participants, 14 of the participants which make 56%
strongly agree that it is important for a project manager to have formal leadership training, 11
respondents which make 44% disagree that it is important for project managers to go through a
leadership development program for them to be effective managers.

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61
Characteristics of Successful Project Managers
Figure: 8
was carried out to discuss the necessity of high leadership skills for project managers
Respondents were asked whether they agree, disagree or neutral that effective and successful
project managers have required leadership skills. Out of the 25 participants, 18 of the participants
which make 72% strongly agree that successful project managers have high level leadership skills,
6 of the participants which make 24% are undecided that successful project managers have
leadership skills, 1 of the respondents disagree that successful project managers must have
leadership skills. This implies that leadership skills can help project managers run a project more
easily, but they are no guarantees of project success. While project managers are expected to have
excellent leadership skills, lack of these skills most of the time leads to failure.
Availability of Leadership Development Program
Table: 5
Valid YES 5 20.0 20.0 20.0
NO 20 80.0 80.0 100.0
Total 25 100.0 100.0

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62
Leadership Development Programs
Figure: 9
Table 5 shows the frequency of the 25 participants who responded to question #14. This was
carried out to discuss the availability of leadership development programs.
Out of 25 respondents, 5 of the participants which make 20% said they have leadership
development programs, 20 of the participants which make 80% said they do not have leadership
development programs.
Figure 9 reports the descriptive statistics for the 25 participants who responded to question #15.
This was carried out to find how the participants’ leadership skills were developed. There were 4
questions regarding leadership development. Out of 25 respondents 2 of the respondents which
make 8% claimed that their leadership skills were developed through educational courses, 3 of the
respondents who make 12% said their leadership skills were developed through company training,
8 of the respondents which make 32% said their leadership skills were developed through
mentoring/ coaching, 12 of the respondents which make up 48% said their leadership skills were
developed through experience on the job.
The result implies that the majority of the participants developed their leadership skills more
through various informal methods. These findings explain the earlier stated results that indicated a
low level of formal leadership programs in organizations.

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63
Conclusions and Recommendations
Conclusions
The key to the success of the project is the project manager’s ability to successfully complete the
project in accordance with the budget, scope and schedule (Institute, 2004). The study has
concluded that a project manager’s ability to successfully lead a team and achieve goals is critical
to the success of a project and therefore a success factor for the successful completion of projects.
Therefore project managers should not only have technical skills but also have human relations.
The study results conclude that a project manager who practices transformational leadership may
contribute to improved leadership in project management. Based on the findings of this study,
successful project outcomes can be affected by project leadership that incorporates the ideals of
empowerment, creativeness, team building and participatory management.
The study also concludes that the ability to communicate effectively is the most important
characteristic of good leadership and this involves speaking and listening. The human relations
factors, of ability to motivate and leading by example are also factors of good leadership.
The study also concludes that project management leadership training is important to the project
organization. In conclusion effective project management leadership is a pre-requisite for a
successful project delivery.
Recommendations
Many projects continue to fail despite the use of established project methods and techniques as the
leadership competency required for successful project outcomes has been found lacking (Lewis,
2004). The project manager’s ability to successfully lead a team and achieve goals is and will
always be critical to the success of a project (McManus, 2008).
Project management practitioners are recommended to practice transformational leadership, as it is
one possible approach that project management could consider to improve project outcomes.
To ensure that a project is successful, the project managers are recommended not to only have
technical expertise like planning, scheduling and controlling processes but also have people
management skills such motivating the team, leading by example and inspiring the project team.
Project managers are also recommended to be able to communicate well, as communication has
been highlighted as the most important skill. This involves speaking and listening to the project
team.
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