Engineering

Systems engineering

Economics

Computer science

Management science

Business

Process management

Psychology

Project manager

Management

Project management

Operations management

Knowledge management

Engineering management

Engineering ethics

International Journal of Project Management

This study examines the leadership competency profiles of successful project managers in different types of projects. Four hundredresponses to the Leadership Development Questionnaire (LDQ) were used to profile the intellectual, managerial and emotional competences(IQ, MQ and EQ, respectively) of project managers of successful projects. Differences by project type were accounted for through categorization of projects by their application type (engineering & construction, information & telecommunication technology, organizationalchange), complexity, importance and contract type. Results indicate high expressions of one IQ sub-dimension (i.e. critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) in successful managers in all types of projects. Other sub-dimensions varied by project type. Comparison was made to existing profiles for goal oriented, involving and engaging leadershipstyles. Implications derived are the need for practitioners to be trained in the soft factors of leadership, particular for their types ofprojects. Theoretical implications include the need for more transactional styles in relatively simple projects and more transformational leadership styles in complex projects.

Leadership competency profiles of successful project managers