Leadership performance is significant to project success or failure: a critical analysis

Parker, David W., Nixon, Phil and Harrington, Megan (2012) Leadership performance is significant to project success or failure: a critical analysis. International Journal of Productivity and Performance Management, 61 2: 204-216. doi:10.1108/17410401211194699

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Author Parker, David W.
Nixon, Phil
Harrington, Megan
Title Leadership performance is significant to project success or failure: a critical analysis
Journal name International Journal of Productivity and Performance Management   Check publisher's open access policy
ISSN 1741-0401
Publication date 2012-01
Year available 2011
Sub-type Article (original research)
DOI 10.1108/17410401211194699
Volume 61
Issue 2
Start page 204
End page 216
Total pages 23
Place of publication Bingley, W Yorks, United Kingdom
Publisher Emerald Group Publishing
Collection year 2012
Language eng
Formatted abstract
Purpose: This paper seeks to review the current literature in order to explore how performance of leadership in project management determines project outcomes.The specific causes of project success or failure have been an area of much debate in the project management literature. Performance of leadership has been cited as a critical success factor, determining either the success or failure of a project.


An extensive literature review has been undertaken to explore our understanding of how project leadership performance impacts on project outcome.


The mechanisms through which leadership may impact on outcomes are considered. Implications include the need for project managers to prioritize training in leadership skills, and the need for continuous professional improvement to enhance leadership outcomes. No single leadership model is appropriate throughoutthe duration of the project. Performance, therefore, must be modified to align with the stages of the project duration.

Research limitations/implications:

While the literatue has given meaningful insights into leadership of projects, there has been little research into performance management of project leadership. The work is the basis of developing a reserch agenda and establishing a conceptual framework. The opportunity exists, based on this work, for carrying out research on project leadership performance and its effect on project outcomes.

Practical implications:

Insightful learning has been achieved into project leadership and the failing of pratitioners in appropriate training and development at various stages of the projects life cycle.

Social Implications:

Projects and project-based management, delivered nationally and internationally, is of
significant importance to organisations. Increasing understanding of the implications of
leadership perfrmance, therefore, is of citical imporatnce.

The literarture review has identified significant limitation in project leadership
performance management. It is anticipated that this work will trigger further research.
Keyword Project leadership performance
Project managers
Project success
Project failure
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2012 Collection
UQ Business School Publications
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Citation counts: Scopus Citation Count Cited 26 times in Scopus Article | Citations
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Created: Tue, 06 Dec 2011, 10:44:50 EST by Karen Morgan on behalf of UQ Business School