Leadership in Project Management: The disjoint between theory and practice

Amos Peter Haniff, Laura Galloway, Johannes Rockenmaier

Research output: Chapter in Book/Report/Conference proceedingConference contribution

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This paper reports the findings of a qualitative study investigating the leadership styles of project managers within knowledge-based organisations. Specifically, it seeks to answer the question of how corporate strategy influences the leadership style of project managers. Current thinking suggests that person-focused leadership may foster greater contribution to an organisation. However, the short duration of projects and the task-focus nature of temporary organisations deter person-focused leadership from evolving. Despite this, the study finds that there is evidence of person-based leadership in projects. The implication is that current thinking about project leadership is developing slower than practice.
Original languageEnglish
Title of host publicationProceedings EurOMA 2016
Publication statusPublished - 17 Jun 2016
Event23rd Annual EurOMA Conference 2016 - Norwegian University of Science and Technology , Trondheim, Norway
Duration: 17 Jun 201622 Jun 2016


Conference23rd Annual EurOMA Conference 2016
Abbreviated titleEurOMA 2016
Internet address


  • Projects
  • Leadership
  • Strategy


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