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dc.contributor.authorThite, Mohanen_US
dc.date.accessioned2017-04-24T10:56:21Z
dc.date.available2017-04-24T10:56:21Z
dc.date.issued2000en_US
dc.identifier.issn02637863en_US
dc.identifier.doi10.1016/S0263-7863(99)00021-6en_US
dc.identifier.urihttp://hdl.handle.net/10072/3369
dc.description.abstractThis paper discusses an empirical research aimed at identifying successful leadership styles for managers of Information Technology/Systems projects. The research examined the suitability of transformational leadership in conjunction with other critical success factors. The results indicated that a combination of transformational and technical leadership behaviours augment the effectiveness of transactional leadership leading to high project success. While recognising that there is no one leadership style that is effective in all project situations, the study recommends an underlying yet flexible style characterised by organisational catalyst, intellectual stimulation, behavioural charisma, and contingent reward behaviours for enhanced leadership effectiveness.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherPergamonen_US
dc.publisher.placeUKen_US
dc.relation.ispartofpagefrom235en_US
dc.relation.ispartofpageto235en_US
dc.relation.ispartofjournalInternational Journal of Project Managementen_US
dc.relation.ispartofvolume18 (4)en_US
dc.subject.fieldofresearchcode410000en_US
dc.titleLeadership styles in Information Technology projectsen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.date.issued2015-05-05T05:04:37Z
gro.hasfulltextNo Full Text


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