Leadership in projects: what we know from the literature and new insights

Abstract

Purpose This editorial aims to introduce the special issue on leadership in projects and to highlight salient points from the background literature in this in order to place the articles contained in this special issue in context. Design/methodology/approach A summary of key findings from the literature relating to leadership in projects is provided highlighting limitations with previous research and challenges for research in this area. Findings Much of the literature relating to leadership in projects has adopted primarily a style perspective of leadership and the results from a number of studies show a number of inconsistencies. Generally many of the findings are additive and an overall theory of leadership in projects has yet to emerge. Findings from the review of previous studies suggest the need to examine far more mediator and moderator variables in future research using a style perspective given the variable contexts affecting project and leadership effectiveness. In addition, alternative perspectives on the nature of leadership may better accommodate the increasing environments of complexity in which projects find themselves. The contributions of each of the four papers in relation to this agenda are highlighted. Originality/value To date there have been few attempts to offer a synthesis of findings from empirical studies that have explored leadership in projects. In addition to offering a context in which to place the contribution of each of the articles that follow in this special issue, the editorial provides a summary of major findings from previous research to help inform current theorising and debates in this field.

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