Project Leadership Annotated Bibliography 1
Project Leadership
Nathan Dotson
School of Engineering, Liberty University
Author Note
Nathan Dotson, School of Engineering, Liberty University.
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Nathan Dotson.
Email: nbdotson@liberty.edu
Project Leadership Annotated Bibliography 2
Project Leadership
Bhatti, S. H., Kiyani, S. K., Dust, S. B., & Zakariya, R. (2021, February 9). The impact of ethical
leadership on Project Success: The mediating role of trust and knowledge sharing.
International Journal of Managing Projects in Business. Retrieved April 9, 2023, from
https://www.emerald.com/insight/content/doi/10.1108/IJMPB-05-2020-0159/full/html
Sabeen Bhatti currently works as the Senior Lecturer in Global Supply Chain Management
at Teeside University International Business School in England. In this article Bhatti
conducts a study on the impact of ethical leadership on project success with a specific
focus on the roles of trust and knowledge sharing. The study aims to examine how ethical
leadership practices by managers can impact project success. In the results it is apparent
that ethical leaders engage better with their members and are more transparent with one
another concerning the goals and status of the project. This open dialogue improves
coordination that results in more successful projects. He recommends that organizations
invest in training and development programs for project managers to enhance their ethical
leadership skills where trust and knowledge sharing occurs in project teams. Bhatti’s study
on ethical leadership is highly relatable to the Christian working the field of Project
Management.
Holzmann, V., & Mazzini, L. (2020). Applying Project Management To Creative Industries: The
Relationship Between Leadership Style And Project Success. Retrieved April 8, 2023, from
https://www.proquest.com/docview/2424656695?pq-
origsite=gscholar&fromopenview=true
Project Leadership Annotated Bibliography 3
Dr. Vered Holzmann, PMP is a senior lecturer at the School of Economics and
Management in The Academic College of Tel Aviv Yaffo (MTA) and also serves as the
director for research, development, and innovation. In this article Dr. Holzmann and co-
author explore the application of project management principles in creative industries.
They specifically examine the relationship between leadership style and project success. In
their study they find that transformational leadership, characterized by inspiring and
motivating team members, is positively associated with project success in creative
industries. The study highlights the need for tailored project management approaches in
creative industries. In these creative industries, the author recommends that managers
prioritize transformational leadership and adapt their management style to meet the needs
of each project. Transformational leadership is not always the best style while leading a
project; however, this method does bring out more creativity in the project team.
Lattrich, K.-K., & Büttgen , M. (2020, May 22). Project Leaders' Control Resources and role
overload as predictors of project success: Developing the job demands–resources model -
business research. SpringerLink. Retrieved April 9, 2023, from
https://link.springer.com/article/10.1007/s40685-020-00115-z
Dr. Kai-Kristina Lattrich and Dr. Marion Büttgen both work for the Institute of Marketing
and Management at the University of Hohenheim. Dr. Büttgen is in the field of research in
Organizational Behavior, Leadership, Human Resources, and Services Management. In this
article the authors discuss the impact of control resources and role overload on project
success. Control resources being the resources that enable project leaders to make
decisions and exert influence over the project, such as decision-making autonomy. On the
Project Leadership Annotated Bibliography 4
other hand, role overload refers to excessive workload and time pressure that project
leaders may exercise during the project. The study is based on the Job Demands-Resources
(JD-R) model, which suggests that job demands and resources are two distinct by related
factors that impact job performance. This study reveals that excessive workload and time
pressure from project managers can negatively impact the project success. However,
project managers can enhance project success by providing leaders with decision-making
autonomy, social support, and other control resources.
Han, Soo Jeoung, et al. “Shared Leadership in Teams: The Role of Coordination, Goal
Commitment, and Knowledge Sharing on Perceived Team Performance.” Team
Performance Management, vol. 24, no. 3/4, 2018, pp. 150–168. ProQuest Central,
https://doi.org/https://doi.org/10.1108/TPM-11-2016-0050. Accessed 9 Apr. 2023.
Soo Jeoung Han works as an Associate Professor of Business Administration at the
University of Suwon in South Korea and hold a PhD in Business Administration. Lee
Yunsoo is an Associate Professor of Business Administration at Incheon University in
South Korea and also holds a PhD in Business Administration. In this article Han and
Yunsoo examine the impact that shared leadership can have on team performance,
coordination, goal commitment, and knowledge sharing. In their study of over 150 team
members from various industries, they found that shared leadership was positively related
to team coordination, goal commitment, and knowledge sharing which led to overall
improvement in team performance. According to the article shared leadership plays a
critical role in promoting effective team performance. This shared leadership style in teams
promotes members to take ownership of their own work, collaborate effectively, and make
Project Leadership Annotated Bibliography 5
decisions collectively. The author also suggests that this can foster a culture of trust and
respect for one another. This article provides an alternative style of leadership for those
looking to increase teamwork and collaboration.
Maduka, N. S., Edwards, H., Greenwood, D., Osborne, A., & Babatunde, S. O. (2018, March 5).
Analysis of competencies for effective virtual team leadership in building successful
organisations. Benchmarking: An International Journal. Retrieved April 7, 2023, from
https://www.emerald.com/insight/content/doi/10.1108/BIJ-08-2016-0124/full/html?
utm_campaign=Emerald_Strategy_PPV_November22_RoN
The primary contributor to this article is Nnamdi Stanley Maduka. Maduka has a PhD in
Project Management and is a lecturer in Project Management at the University of West
England Bristol. In this article the authors look to identify major leadership competencies
that can make a virtual team more effective. Because of the continual trend of working
remotely, virtual team leadership is becoming more important. The authors define virtual
team leadership as the ability to lead a team that is geographically dispersed and connected
through technology. The authors concluded on five key competencies that are necessary for
effective virtual team leadership: communication, collaboration, cultural intelligence,
technology proficiency, and leadership. Each one of these competencies is analyzed along
with given examples in the article. The authors also discuss the difficulties associated with
virtual team leadership. In today’s business environment, it is imperative that leaders
understand how to lead and manage projects and employees virtually.
Mc Loughlin, E., & Priyadarshini, A. (2021, April 30). Adaptability in the workplace:
Investigating the Adaptive Performance Job Requirements for a project manager. Project
Project Leadership Annotated Bibliography 6
Leadership and Society. Retrieved April 9, 2023, from
https://www.sciencedirect.com/science/article/pii/S2666721521000065
Ellen McLoughlin and co-author Anushree Priyadarshini currently work for the College of
Business at the Technical College University Dublin. These two authors explore the
concept of adaptability in the workplace, specifically the in the role of project
management. They argue that it is crucial for project managers to be adaptable in order to
effectively navigate complex and unpredictable environments to deliver successful
projects. The study utilizes data collection from several project managers via interview.
The findings suggest that project managers need to demonstrate several adaptive
performance skills. These include flexibility, problem-solving, interpersonal skills, learning
agility, and resilience. The article also recognizes the importance of organizational support
and culture in facilitating and promoting adaptability in project management. The authors
suggest that project managers should seek out opportunities to develop adaptive skills and
continuously reflect on their performance to identify areas for improvement. In addition to
this they recommend organizations provide training and resources to support the
development of adaptive skills and foster an adaptive culture.
Naderpajouh, N., Matinheikki , J., Keeys , L. A., Aldrich, D. p, & Linkov, I. (2020, July 27).
Resilience and projects: An interdisciplinary crossroad. Project Leadership and Society.
Retrieved April 7, 2023, from
https://www.sciencedirect.com/science/article/pii/S2666721520300016
Dr. Naderpajouh is the primary author of this article and works as the Senior Lecturer and
Associate Head of Research Education at the University of Sydney. He leads the
Project Leadership Annotated Bibliography 7
Organising for Resilience in the Built Environment (ORIBE) research group. In this article
Dr. Naderpajouh examines the role of resilience in project management from an
interdisciplinary perspective. He brings in concepts from engineering, psychology,
sociology, and organizational studies. The authors of this study argue that resilience is a
crucial aspect of project management, given the complex and uncertain nature of projects
and the need to adapt and respond to unexpected events and disruptions. This study
identifies three main dimensions of resilience in projects: engineering resilience,
psychological resilience, and social resilience. The authors highlight the importance of
integrating these dimensions of resilience in project management practices and propose a
resilience-centered framework for project management. While this article is not specific to
leadership, I believe that the concept of being resilient applies more to those who are in
leadership positions than the other members of the project team.
Podgórska, M., & Pichlak, M. (2019, March 28). Analysis of Project Managers' leadership
competencies: Project Success Relation: What are the competencies of Polish project
leaders? International Journal of Managing Projects in Business. Retrieved April 8, 2023,
from https://www.emerald.com/insight/content/doi/10.1108/IJMPB-08-2018-
0149/full/html
Marzena Podgórska works in the faculty of Organization and Management at Silesian
University of Technology in Poland. Podgórska, in this article, looks to identify leadership
competencies that are important for project managers to have and their effect on the
success of the projects that they manage. This article includes a study where a survey of
over 200 project managers from various industries in Poland are asked to rank different
Project Leadership Annotated Bibliography 8
leadership competencies and their impact on project success. The results revealed that
communication, team management, and problem-solving skills where the highest
competencies needed by project managers. This study also revealed that these
competencies improved ability to meet project objectives, stay within budget and timeline,
and improve stakeholder satisfaction. This article is a useful resource for project managers,
business leaders, and other professionals that are looking to understand what critical
characteristics and competencies are needed to be more successful in leadership and
project management.
Raziq, M. M., Borini, F. M., Malik, O. F., Ahmad, M., & Shabaz, M. (2018, March 14).
Leadership styles, goal clarity, and Project Success: Evidence from project-based
organizations in Pakistan. Leadership & Organization Development Journal. Retrieved
April 8, 2023, from https://www.emerald.com/insight/content/doi/10.1108/LODJ-07-2017-
0212/full/html
Muhammad Mustafa Raziq works as an Associate Professor at the University of Sharjah
and the NUST Business School. He has a PhD in Strategic Management. In his article he
looks at the relationship between leadership styles, goal clarity, and project success. His
study is conducted through a survey of 130 project managers in various industries. These
project managers were asked to rate their leadership style, goal clarity, and project success.
The study showed that leaders with transformational leadership style were positively
related to project success. Contrary to this, transactional leadership style was not
significantly related to project success. The authors conclude that a transactional leadership
style (based on rewards and punishments) may not align with the complex and dynamic
Project Leadership Annotated Bibliography 9
nature of project work. The author also emphasizes the importance of goal clarity for
project-based organizations. This provides a clear direction for the leadership and the
project team. This article provides useful for looking at how leadership styles can have a
direct impact on project success.
Shenhar, A. (n.d.). What is strategic project leadership? Open Economics and Management
Journal. Retrieved April 7, 2023, from https://benthamopen.com/FULLTEXT/EMJ-2-29
Aaron Shenhar, the author of this journal article, is a PMP and a world leader in new
product business development. He is one of the leading Management Consultants in the
world. In his article he discusses how project management has evolved to be more strategic
and business focused. Because of this Strategic Project Leadership (SPL) was developed as
a research-based approach to project management. Shenhar defines SPL as a combination
of strategic thinking, leadership, and project management skills, which enable project
managers to identify and prioritize projects that align with the organization’s strategic
goals. He identifies four key dimensions of SPL: strategic orientation, organizational
alignment, stakeholder management, and team leadership. He discusses each of these
dimensions in detail and provides practical tips for project managers to develop their SPL
skills. This article gives not only an insight into what project leadership looks like and
what is required of a project manager as a leader, but tools to help become a stronger
project leader are given as well.
Zheng, J., Wu, G., Xie, H., & Li, H. (2019, March 29). Leadership, organizational culture, and
innovative behavior in construction projects: The perspective of behavior-value
congruence. International Journal of Managing Projects in Business. Retrieved April 6,
Project Leadership Annotated Bibliography 10
2023, from https://www.emerald.com/insight/content/doi/10.1108/IJMPB-04-2018-
0068/full/html
Junwei Zheng works for Kunming University of Science and Technology in the
Department of Construction Management. Zheng is a PhD candidate with a Masters in
Engineering. In his article he looks at the relationship that leadership styles and
organizational structures have on project team members’ innovative behaviors. In his
findings he found that leadership has a direct and positive impact on behavior-value
congruence, which in turn has a direct and positive impact on innovative behavior.
Additionally, he found that organizational culture has an indirect effect on innovative
behavior through behavior-value congruence. From his findings he suggests project
managers focus on developing positive leadership styles and promoting behavior-value
congruence to encourage team members to become more innovative. He also recommends
that organizations foster a supportive culture that aligns with the personal values of their
employees to aid in promoting more innovative behavior.
