Power, Leadership and Culture as Drivers of Project Management

Abstract

Leadership theory and practices existed long before Project Management became an academic discipline or theory, however little theoretical research existed regarding leadership practices as drivers of project management results. The focus of this research is on theory development within academia, that supports or refutes leadership as a catalyst or driver of the Project Management Body of Knowledge (PMBOK) functional areas. The result of this grounded-theory approach is validation and modification of leadership criteria listed in the PMBOK and a proposed meta-model for inclusion using a Be-Know-Do construct of leadership traits, knowledge and actions, and potential impact of culture upon projects.