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Purpose To demonstrate two distinct leadership requirements for project managers and establish a theoretical basis for distinguishing between these two types of leadership. Design/methodology/approach A framework linking transactional and transformational leadership qualities with project management attributes is developed. Findings Explains how reactive decisions relating to monitoring of schedules and budgeting data of projects has received the greatest attention in the literature but this is only one aspect of project control. Project leadership that is proactive in controlling projects is more effective. Research limitations/implications The implications of our findings are substantive. Project managers who focus on proactive leadership behaviour will be more successful in completing projects on time, on budget and to the specified standard as well as achieving the strategic purpose of the project. Practical implications Project managers need to pay more attention to the progress of their projects and forestall any problems rather than just being reactive problem solvers. Originality/value The paper provides a framework for establishing the linkage between proactive decisions that impact on the direction that the project is progressing and reactive decisions that solve the existing problems of project management. It is a different focus to the traditional project management leadership knowledge base.
Barber et al. (Mon,) studied this question.