Leadership is widely considered to be an important aspect of project-based organising and there are several reasons to suggest that transformational leadership is of particular relevance in this context. However, there is a dearth of both theoretical and empirical work on leadership in project-based organisations. The aim of this paper is to report the findings of an empirical study comparing the relationship between transformational leadership style and employee motivation, commitment and stress for employees eporting to either project or line managers. The results show that although project managers are not perceived as less transformational, the relationships between transformational leadership and outcomes tend to be less strong for employees reporting to project managers than for those reporting to line managers. Implications for future research on leadership in the project context are explored.

, ,
doi.org/10.1016/j.ijproman.2004.05.005, hdl.handle.net/1765/60687
International Journal of Project Management
Erasmus Research Institute of Management

Keegan, A, & den Hartog, D.N. (2004). Transformational leadership in a project-based environment: A comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609–617. doi:10.1016/j.ijproman.2004.05.005