AN EMPIRICAL EXAMINATION OF PROJECT LEADERSHIP STYLE IN AN INFORMATION SYSTEMS ENVIRONMENT

After establishing that leadership is one of the critical success factors in IS projects with the support of literature, this study examines the most appropriate leadership style at the project management level for the successful execution of IS projects. The suitability of Transformational Leadership style in an IS project environment is tested in a survey of Australian IS projects. The leadership behaviour of more and less successful IS project managers as perceived by themselves and their subordinates is analysed in conjunction with other contingency factors influencing project implementation. The results support the proposition that there is a difference in the leadership styles of more and less successful project managers as perceived by their subordinates and that the successful managers exhibit significantly more of Transformational leadership characteristics