Volume 5 Issue 1 2018

Journal of Corporate Responsibility

and Leadership

Leadership in Contemporary Management Concepts

Leadership Qualities in Project

Management
DOI: http://dx.doi.org/10.12775/JCRL.2018.001

Agnieszka Goździewska-Nowickaa, Arkadiusz Rajsb

a
UTP University of Science and Technology, Bydgoszcz, Poland
e-mail: agnieszka.gozdziewska@utp.edu.pl

b
UTP University of Science and Technology, Bydgoszcz, Poland
e-mail: arkadiusz.rajs@utp.edu.pl

Abstract
Purpose: The purpose of this paper is to present key features that
each project manager should have. Furthermore, it describes main
tasks performed by a manager in a project. An attempt is also
made to resolve the dilemma whether every project manager can
also be described as a leader.
Design/methodology/approach: This paper presents a theoretical
approach. Analysis is conducted on the basis of literature review.
Findings: This article describes a number of features that a good
project manager should have. It should be emphasized that
leadership qualities are personality traits represented by project
managers. It is worth noting that a leader may not be a manager,
but every manager should be a leader. If a manager does not have
leadership characteristics, the realization of the project’s tasks may
be impaired. Certainly, this does not mean that the project will not
be completed. However, better results are generally achieved by
project teams, which are managed by people showing a high level
of leadership qualities.
Research and practical limitations/implications: Conclusions
drawn from the analysis can provide practical guidance to man-
agers and project teams and make up a foundation for further
empirical research.
8 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

Originality/value: The paper provides value for people involved

in project management, both managers and project team members.
Paper type: Literature review.

Keywords: leadership, manager, project management.

1. Introduction

The growing importance of project management in recent years has

resulted in the emeregnce of a new specialisation in the labour market,
which is a project manager. It is a person of great significance for the
project success. Therefore, the profession of a project manager requires
people with extensive mental abilities and mature personality. A project
manager needs to have a broad range of skills. Moreover, he or she
should be a person with deep knowledge in various fields. Substantive
preparation will be necessary for accomplishing numerous tasks which
belong to the project manager’s duties. It is worth noting that the key
attributes of a manager, regardless of the industry, are: administra-
tive skills, planning and leadership. These are the features that will
ensure that the implementation of any project will not be a problem for
a manager.
This article presents desirable competencies of a project manager.
It also defines the relationship between a manager and a leader. Such
studies provide the basis for finding the answer to the question whether
a person, who is responsible for managing projects should be a manager
or a leader. It was decided that the best solution is to have both powers
to act as a leader and a manager. The balance between required man-
agement or leadership qualities will depend on project characteristics
and the standard of project management adopted by an organisation.

2. Project management and main tasks of a project manager

There are two types of activities in organisations: operational and

project activities. Operational activities include repetitive, everyday
activities, such as production or delivering services. In contrast, a proj-
ect is defined as a unique, one-time initiative, the implementation of
which often involves using an increased amount of resources. It is
 Leadership Qualities in Project Management 9

necessary, therefore, to determine the meaning of the project man-

agement concept. In project management, it is important not only to
develop a schedule and an action plan, but also to embed them in the
specific context taking into account costs and the expected quality
of results (Lock, 2013, p. 30). There is also the need to control the
effectiveness of the use of funds/resources that were made available
for certain actions in order to achieve the defined objectives (Kim,
Menches and O’Connor, 2015, p. 6). For the purposes of this study, it
is assumed that project management is a set of methods and techniques
based on four main functions of management: planning, organising,
leadership and control, performed on time and in accordance with the
adopted budget and requirements.
In project management literature, there is observed the emphasis
on the role of a project manager who is a person dealing with com-
plex projects. Using a set of managerial activities (e.g., job control and
scheduling, or the allocation of resources), a project manager leads
a project to the successful completion (Wysocki, 2013, p. 32). The
skilful use of available techniques, according to the accepted standard,
within the given budget constraints within specified time allows them
to achieve the planned objectives with high probability. Using available
principles, methods, and means for the implementation of the project’s
tasks is a part of the management activity (Trocki, Grucza and Ogonek,
2009, p. 17). Managing projects is a challenging job and therefore
a project manager should have a set of certain characteristics and skills.
A manager performs a lot of tasks in a project, so it is expected from
him/her to broaden their knowledge, to have a lot of experience and
many skills. A good project manager should have subject matter and
project methodology knowledge (Pawlak, 2006, p. 207). The subject
matter knowledge is directly linked to the area in which the project is
implemented. If a manager is not an expert in a specific field, he/she
should make sure that in their team there are professionals, who special-
ise in this subject area. In such a situation, it is sufficient that a manager
will have core competences in this field, so that he/she could effectively
communicate with the team. In case of project methodology knowledge,
a manager must be an expert and a specialist. He/she should be familiar
with all the methods and techniques of project management. Issues such
as: process planning, organisational structures planning, evaluation of
the project economic efficiency, risk management, resource analysis
should be parts of their expertise.
10 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

A manager is to perform numerous and various tasks and duties.

Usually they are based on four main functions which are assigned to
a manager i.e.: planning, organising, directing and monitoring. In addi-
tion to these four basic functions, a manager performs the following
tasks (Pawlak, 2006, p. 205):
– creates project structure;
– defines project objectives;
– establishes a project team;
– planes deadlines and costs;
– supervises project work to achieve goals;
– ensures good communication;
– leads a project team.
Besides the abovementioned tasks, a manager also performs the
following functions (Szych, 2006, p. 32):
– confirms project objectives, user’s requirements, and accep-
tance criteria;
– manages and takes any necessary corrective action;
– provides products for testing and acceptance;
– reports status and progress of a project;
– manages changes;
– manages quality;
– manages risk.
The responsibilities of project managers are also discussed by
Young (2006), who pays particular attention to issues related to the
project stakeholders and highlights that among their key tasks project
managers should (Young, 2006, p. 38):
– identify and maintain the appropriate relationships with
stakeholders;
– develop a general description of a project;
– plan activities within the project;
– obtain the approval from stakeholders;
– present to stakeholders information about the work progress.
Project managers have multifaceted responsibilities that significant-
ly affect the success of a project. The previous studies have identified
four skills of an effective project managers i.e. conceptual, human,
political, and technical skills, along with their skill components. It is
important to determine the skill components that influence time, cost,
and quality of projects. The analysis of the skill components shows that
an interpersonal influence has a positive relationship to the project time
 Leadership Qualities in Project Management 11

performance. The project cost performance is influenced by four skill

components i.e. emotional intelligence, interpersonal skills, apparent
sincerity, and budgeting. Lastly, the project quality performance is
affected by eight skill components, which include: visioning, emotional
intelligence, interpersonal skills, transformational leadership, interper-
sonal influence, apparent sincerity, quality management, and document
and contract administration. Organisations may use the aforementioned
findings as a guideline to appoint project managers with the ‘right’ skill
profile or to focus their human resource development on skills that are
important for the success of a project (Sunindijo, 2015, p. 80).
Most of the above-mentioned tasks managers have to do by them-
selves, for some of them they can count on the support of the project
team and the client. There is no doubt that a project manager has a large
variety of tasks. In enterprises such activities are carried out with the
participation of a large group of specialised staff or the entire organisa-
tional divisions. In contrast, a project manager must show his interdis-
ciplinary knowledge and professionally perform the tasks, which are
assigned to him/her.

3. Leadership qualities of a project manager

In recent years, the growing importance of project management in

organisations has resulted in the emergence of a new specialization in
the labour market, which is a project manager. Its profile combines many
characteristics of people with extensive mental abilities and mature
personality. Undoubtedly, a project manager is a person of paramount
meaning for the success of a project. Therefore, a project manager
should have a broad set of technical and interpersonal skills. Moreover,
he or she should have expertise in numerous fields of knowledge. Such
a substantive preparation seems to be necessary for performing many
tasks that belong to their duties.
According to Shenhar and Dvir (2008, p. 89), the key attributes
of a manager, regardless of the industry, are: administrative skills,
planning and leadership. Among the qualities, which are necessary for
effective project management, the following attributes are identified:
(Huidan, 2008, p. 143):
– thorough technical knowledge;
– managerial experience;
12 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

– maturity;
– availability for team members;
– good relationships with top-level managers;
– practice in other departments.
There are four categories of skills that are required from a project
manager: credibility, efficiency, resistance to stress, and leadership. It
should be noted that possessing these skills is not sufficient. It is import-
ant that they are noticed by potential followers. As regards reliability,
technical and administrative reliability is distinguished. Technical reli-
ability is based on the possession by a manager sufficient knowledge to be
able to communicate and manage a project team, to understand technical
foundations of a project, as well as to meet the needs of a project client.
Whereas, administrative reliability relates to carrying out responsibilities
to leadership and project team members (Ford and McLaughlin, 1992,
pp. 312 – 317). Another category of managerial skills is effectiveness.
A manager should be sensitive to the organisation policy and take it into
account while implementing a project. Only then he or she will be able
to provide the support to the management, and thus keep power balance
between the activities of the organisation and the project (Huidan, 2008,
p. 144). Managing projects is a very difficult task and a manger should
be able to cope with stress. The main sources of stress are: lack of proven
methods and management procedures, excessive number of obligations,
inability to achieve goals, fear of change (Ford and McLaughlin, 1992,
p. 314). Dealing with such difficult situations is related to individual
characteristics of a person appointed to a managerial position. This is
a very important attribute of each project manager. The last category
consists of leadership skills and an appropriate management style (Slevin
and Pinto, 1991, p. 40). A manager can achieve specific project goals
due to their interpersonal influence on the member of a project team. It
is important that a manager properly uses the strengths of their project
team, and mitigates weaknesses. A project manager should intuitively
decide when to stand on the side, and when to take control of the whole
undertaking. They should properly balance rewards and recognition with
punishments in order to effectively motivate team members. Above all,
a manager should share their involvement in a project with the members
of a project team.
The catalogue of leadership features, which each good project man-
ager should have, makes up a summary of the above considerations.
The distinguishing features are grouped into the following categories:
 Leadership Qualities in Project Management 13

– courage – a project team will follow their leader when they

will be sure that he/she is brave and knows how to make tough
decisions, for the good of the whole group. When a group is led
by a courageous leader, then its members show greater courage
themselves;
– effective communication – leadership is based on communication.
It is a fundamental importance for leaders to pursue their goals.
A good leader is characterised by effective communication skills.
Good communication inspires people. It creates a real, emotional
and personal relationship between leaders and followers;
– generosity – proving trust and distributing enthusiastic praises.
A manager cares about their team members’ success in the same
way as of their own success, not only because it increases effec-
tiveness of the team, but also because a project manager truly
cares about the team members;
– self-awareness – high self-awareness of great leaders gives
them a clear and accurate view not only on their style of man-
agement, but also on their own strengths and weaknesses. They
know where they can sparkle and where they fail, and have
effective strategies to compensate their weaknesses;
– applying the golden rule – great leaders treat people in a way as
employees want to be treated. Great leaders know that their peo-
ple need their leadership and they try to adapt their behaviours;
– passion – great leaders are fascinated by what they do, and try
to infect passion all around;
– authenticity – refers to being honest in every aspect, not only in
leader’s words and deeds but also in their attitudes and beliefs.
When a leader is authentic, their words and actions are consis-
tent with their feeling who they are;
– availability – great leaders clearly show that they are open to
challenges, criticism and points of view which are different
from their own. They know that the environment in which peo-
ple are afraid to speak and ask the right questions is doomed
to fail;
– responsibility – the best leaders encourage their people. They
do not dump guilty on them and do not avoid embarrassment
when they experience setbacks. They gain people’s confidence
by supporting them.
14 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

These considerations suggest that the qualities required from a proj-

ect manager are very diverse and there are a lot of them. It is a great
challenge to find a person who will represent all the features and meet
all the above-mentioned tasks. A project cannot be not successfully
managed if there is no right person appointed as a project manager. This
statement is confirmed by studies of Dvir et al. (2009, pp. 36 – 48) who
show that leadership qualities of a project manager have a huge impact
on the success of the project (Dvir et al., 2009, pp. 36 – 48).
Quality of leadership is a real source of successful project manage-
ment. This paper studies the issue from the perspective of leadership
qualities, which is a traditional approach applied to leadership studies
in the beginning of the 20th century. Therefore, more recent theories of
leadership such as transformational leadership or positive leadership,
which are based on positive psychology output, should be included into
the study.
Currently one of the most popular leadership concepts is transfor-
mational leadership. This trend has been developing since the 1970s.
Transformational leadership is characterised as an approach in which
a leader motivates their followers to do more than they originally
intended. The main tools of a transformational leader are: awakening
the sense of value and importance of tasks; indication of the need to
raise own needs, such as self-fulfilment. Such a leader can be effective
only when uses their own vision and energy to inspire followers (Pro-
chazka, Vaculik and Smutny, 2017, p. 386).
The literature discusses the four basic characteristics of a transfor-
mational leader (Obłój, 2001, pp. 134 – 138):
– creating a clear and captivating vision of a company that will be
a driving force to introduce changes;
– analysing the environment, i.e. investigating the consequences
of new trends in the company’s immediate surroundings (a trans-
formational leader can see phenomena that are invisible to others
and understand their importance and significance better);
– building an organisational culture that is focused on imple-
menting changes that will be a model of good behaviour and an
inspiration for employees;
– speed of operation, i.e. achieving the vision in a quick and
effective way.
It can be assumed that transformational leadership is a sort of a pro-
cess which involves exerting a mutual impact between a leader and the
 Leadership Qualities in Project Management 15

subordinates. This means that these two groups mobilise each other
for a greater effort by engaging in and referring to the values which
are important to each party. Transformational leaders aim to make
their subordinates aware of what should be a priority for them due
to the welfare of the group and the welfare of the whole organisa-
tion. In addition, they strive to inspire their subordinates, encourage
them to engage personally and, above all, to become an inspiration
for them. In this regard, they willingly present their achievements,
talk about their aspirations and about the activities aimed at their
personal development and self-fulfillment.
Transformational leadership is often described on the basis of
four key factors. These are (Vecchio, Justin and Pearce, 2008, p.
74): individual approach to every employee, intellectual stimulation
in an inspiring way, and creating an idealised model. An individual
approach means that a leader pays special attention to individu-
al needs, concerning the development or achievements of each
employee. Such a leader is then perceived as a mentor who seeks to
create a supportive atmosphere in the workplace and thereby helps
the team members to develop their potential. In turn, intellectual
stimulation should be understood as motivating subordinates to an
intellectual effort, creative and innovative activities by encouraging
to question the established assumptions; approaching old problems
in a new way. A transformational leader does not publicly criticise
the members of the team when they make a mistake. He/she tries to
encourage them to engage in the process of formulating the problems
and finding solutions to them. Another action of a transformational
leader is inspiring motivation. This means that the leader motivates
the subordinates by emphasizing the meaning of their work, defin-
ing the challenges, stimulating team spirit, and showing optimism
and enthusiasm. The leader encourages the subordinates to create
attractive but realistic visions of the future. He/she also creates such
visions, and therefore motivates the team members to meet higher
expectations and efforts in the pursuit of the goal. A transformational
leader, apart from the above-mentioned areas of the activities, should
also build his/her proper image. The leader must be a person whom
the subordinates will admire, respect and trust. Employees willingly
identify with such a leader and seek to imitate him/her. Moreover,
such a leader places the needs of the team members over his/her
own, shares the risk with the subordinates, persistently pursues the
16 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

goal, does not avoid taking the responsibility, and primarily behaves in
accordance with the ethical standards and values.
Another interesting leadership theory is positive leadership. Positive
leadership is a strategy which assumes that an organisation is able to
achieve superior results by the use of the strong sides and the capabil-
ities of its employees. The appropriate behaviour of a leader is crucial
for this approach in order to be implemented. He/she should create
a positive atmosphere for the development of the concept of this leader-
ship. In addition, he/she must support the positive relationships between
his/her team members and also help them build the right and effective
communication. An important task of a positive leader is also frequent
emphasizing how important is the work done by the team, whose he/
she manages. It is worth mentioning also some practices described in
the literature, whose application can definitely facilitate the implemen-
tation of positive leadership in the structure of an organisation. This is
even such an activity as passing the negative employees’ assessments in
a positive way, which at the same time will motivate employees to work
harder. An interesting way to implement those principles of positive
leadership is also the care of the development of networks characterised
by positive energy, setting ambitious goals and building a culture of
abundance in an organization (Cameron, Quinn and Caldwell, 2017,
p. 61).
The positive psychology and leadership development connect
when leaders use their personal talents and strengths in their work and
encourage others to do the same. The leaders who understand that their
best work is accomplished when all the elements of their well-being
are at a healthy level are not only well-balanced, but also often highly
successful and happy (Harter and Rath, 2010, p. 23).
Positive leadership has an increasing influence on the shaping pro-
cesses of changes in organisations and building the participatory rela-
tionships between a boss and a subordinate, while building the cohesion
and well-established organisational identity, within the existing cultur-
al orientation (Barnes and Larcus, 2015, p. 79). For employees and
organisations, the potential benefits of positive leadership are huge. The
leaders who engage their employees help them flourish in life. And for
their companies they boost productivity, creativity and financial returns.
The use of the positive and transformational concept by the leaders
undoubtedly affects the employees. By analysing the above present-
ed concepts, it can be assumed that this is purely a positive impact.
 Leadership Qualities in Project Management 17

A team led by a leader who follows the strategies of positive or

transformational leadership is likely to have a better mood, be less
stressed, and be more committed and motivated in achieving the
goal of their work. It is worth promoting such leaderships among
project managers because the employees’ management is not based
solely on giving orders, but is the process of a leader influencing the
subordinates.

4. Project manager or project leader

In the above-mentioned roles and powers of a person, who manages

a project, there can be identified areas that put him/her in the role of
a manager or a leader. In order to define better the roles and make
unambiguous decision, who should be considered as a manager, and
who as a leader, it is worth referring literature about the relationship
between management and leadership.
Making distinction between the concepts of ‘leadership’ and
‘management’ Selznick (1957) observes that leadership is not the
same as running the office, prestige or making decisions. Leader-
ship should not be equated only with activities and behaviours of
high-position individuals (Selznick 1957; as cited in Kożusznik,
2005, p. 102). Other researchers involved in the studies on rela-
tionship between leadership and management, point to the more
detailed differences between them. Zaleznik believes that managers
and leaders are two different groups of people with different motives
of conduct, curriculum vitae, ways of thinking and acting. Managers
usually take impersonal attitude toward goals, treat the job as a con-
trolled process and prefer working together. Leaders have a personal
relationship to goals, they are proactive, seek to shape the ideas and
take challenges. So, it could be said that the difference between
managers and leaders sticks in their nature, in their views on the
issue of order and chaos – managers strive to ensure stability and
order, while leaders tolerate chaos and lack of structure (Zaleznik,
2004, s. 108).
According to the leadership and management model of Ryan
(2008), the course of an action for leaders is the vision and strategic
thinking. Leaders should be characterised by foresight and ability to
look into the future, but also on the current situation, to be able to
18 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

analyse development gaps in a given situation. While leaders focus on

vision and strategy, managers focus on implementation of vision and
strategy by translating them into concrete plans and projects. Leaders
should adapt to each other such components as: vision, goals, values
and culture. The measures of leaders tend to determine the value of
an enterprise, to create a common culture of behaviours, to create the
organisational structure, which is adapted to the future needs, determin-
ing the key skills and characteristics, which will be needed in the future.
According to Kahn, leaders turn vision into success by building win-
ning teams, dealing with problems, focusing relentlessly on innovation
and taking risks (Kahn, 2003, p. 23). Spitzer wrote in the same journal
about an ‘energizing leader’, who is capable of producing energy in
an organisation by creating relationship that will foster the maximum
release of the focused energy. He believes that great leaders listen to
their employees and insist on employees telling the truth. Leaders seem
to instil a sense of significance in the workforce by giving employees
the power of their vision and values. Spitzer also believes that leaders
need to instil a sense of ownership in employees, allowing them to
‘keep score’ of how the company is doing and by building confidence
and recognizing good work (Spitzer, 2003, p. 43). The third author,
Shaeffert wrote in his article “What’s Leadership” that “great lead-
ers have vision, honesty, passion, authenticity, great communication
skills and competencies.” He believes that true leaders seek leadership
because they want to make a positive difference in the lives of others.
“Bearing the burdens of leadership is worth it both for the impact you
have on the lives of others and for the meaning it gives your own life”
(Shaeffert, 2003, p. 41).
Talking about leaders is the first part. The second part is turning
attention to the manager. Managers are constantly told to deal with
opposing ideas. The article entitled “The Five Minds of a Manager” by
Gosling and Mintzberg describes what it takes to be a great manager.
The authors explain that managers live in a world of paradox and cog-
nitive dissonance. Managers are told to be global and local, collaborate
and compete, change perpetually but maintain order, make the numbers
and nurture people. Managers have to work in this world of contradic-
tions. These McGill University professors organise these management
paradoxes around five tasks: managing self, managing the organisation,
managing context, managing relationships, managing change, each
with its own mindset. Everything that every effective manager does
 Leadership Qualities in Project Management 19

is sandwiched between ‘action on the ground’ and ‘reflection in the

abstract’. As these authors note, “[a]ction without reflection is thought-
less. Reflection without action is passive” (Gosling and Mintzberg,
2003, p. 47).
Managers should work in their teams to ensure alignment, transfer
values and cause that values have been implemented. Furthermore, they
should acquire and recruit people with skills that can be useful in the
future, and take care of skills development. One of the key differences in
management relationship is that leaders who are at a higher level spend
more time influencing and persuading other entities over which they do
not have power, resulting from their position. Therefore, they are based
on personal power. Acting both as a leader and manager needs to have
interpersonal skills, and the difference in their behaviour depends on the
context in which these skills are used. Considering the last aspect of the
model – results, the key difference between managers and leaders lies
in the attitude of leaders to make changes, and managers to maintain
stability during making changes (Ryan, 2008, pp. 3 – 5).
An observation of successful companies shows that the key to suc-
cess and competitive advantage is to use the right balance between the
actions of leadership and management, which is skilfully interweaving
the role of a manager and a leader. Therefore, in a company there is
a necessary parallel presence of management and leadership. In con-
trast, the relationship between them should reflect a specific situation
of an organisation, associated with its economic and financial condition,
the level of organisational structure, specifics of organisational culture
or a kind of necessary changes.

5. Conclusions

More and more companies develop their business exclusively on proj-

ects or they implement organisational changes in a project form. Due
to the fact that projects are unique, managing them is a complex and
difficult task. A project manager, taking various actions to achieve goals
of a project, is responsible for the execution of tasks within specified
period of time and budget, while maintaining a high quality product
and project team work. Additionally, in order to coordinate the efforts
of many people, often from different departments and organisations
with different specialties who have not worked together before,
20 Agnieszka Goździewska-Nowicka, Arkadiusz Rajs

a project manager should have certain powers and qualities that will help
him/her successfully complete the project.
Based on the literature analysis it should be considered, that possess-
ing leadership qualities by a person who directs a project is very import-
ant and may have a significant influence on the success of the project.
The key leadership qualities are: courage that makes a leader to be able
to make difficult decisions; careful communication, so that a leader
will inspire people; being responsible for actions; large self-awareness
that will allow leaders to be critical in relation to themselves; having
a passion and infecting it in the project team; being authentic, accessible
and open to new challenges; praise project team members and show
them trust. Each manager, who is distinguished by such features can be
considered as a great leader.
Finding the answer to the question whether each manager is a leader
and every leader is a manager is not easy. However, there can be speci-
fied some differences between a manager and a leader. Being a project
manager means having a high level of competence and a strong focus
on efficiency, which allows for seamless integration of material, finan-
cial, information and human resources and thanks to that it is possible
to reach the project goals. While being a leader of a project involves
possessing specific features and intuition and thanks to it, a leader
can influence people to get their voluntary commitment to reach the
goals of the group, of which they are the members. A leader appoints
a framework in which a manager operates, it means that a leader out-
lines a vision and sets goals for implementation, which a manager oper-
ationalises. In addition, a leader has interpersonal skills, focused mainly
on the people, while a manager is mainly characterised by technical
competence, focused on the tasks. To sum up, it is worth underlining
that everyone who manages a project has to deal with both: the project
team and tasks, which are executed by a team, and also should have
powers to act both as a leader and a manager of a project.

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