| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 276299 | International Journal of Project Management | 2011 | 13 Pages |
Project leadership has to adapt to meet changing needs of this 21st century if it is to remain relevant. The 21st century world has changed from that of the previous century with the global financial crisis (GFC) marking a point of inflection in this change. At the same time generational change and particularly in Australia, a move to project alliance contracting, combine to require a re-examination of project leadership. Results of a pilot study and preliminary results of research into characteristics required for successful alliance project leadership are presented.Characteristics identified by this research relate closely to those of authentic leadership. A capability maturity model (CMM) to track the development of authentic leadership attributes in project leaders is proposed. Research by others in a range of project based environments would further test the usefulness of this CMM for project managers and leaders.
Research Highlights► Project management is now used by a broader range of professionals. ► Changes to traditional project delivery mean a different project leadership style is needed. ► Generational change will require of future project leaders new management skills. ► Research indicates that 21st century project managers will need Authentic Leadership skills.
