The nature of core-competencies required for effective strategic project leadership

Abstract

The unique sets of technical and interpersonal skills that were developed for project leadership predicated on the traditional definition of project success, have been found to be inadequate to effectively lead a project team as current dynamics makes project increasingly complex, uncertain and competitive. Strategic project leadership regards a project to be successful not only when it meets its objectives with the time, quality and budget constraints, but if it adds value to the organisation competitiveness. The aim of this study is to explore the nature and relationship of the core competencies needed for effective leadership and management as apply to strategic project. A questionnaire containing project success and leadership dimension questions was use to obtain statistically useful data from 35 individuals consisting of 5 project managers, 26 project team members, 3 operations staffs and 1 project sponsor drawn from government and private-owned companies including the manufacturing, construction, transportation and communication industry. The respondents cut across different age and gender groups and level of involvements in projects. The questionnaires were administered using the face-to-face and paperand-pencil approach. Analyses of the responses revealed 15 competencies necessary for effective strategic project leadership. Out of these general leadership competencies, the core competencies were found to be 10. It was also found that the position held and the years of experience of the respondents influenced the choice (and the rationale) of the requisite core competencies required for effective strategic project management.