Leadership and success in project management: an analysis from the new world of work
Project management. Project success. Transformational leadership. Transactional Leadership. Self-leadership.
The ongoing organizational changes in recent decades, accelerated by the COVID-19 pandemic, brought new challenges for the exercise of leadership in institutions. Considering that in the field of project management (PM) this competence plays an important role in leading teams, aiming at achieving project success, the present work aims to analyze how leadership styles affect the success of projects in this new configuration of the world of work. In order to raise international publications that addressed the relationship between leadership and project success, a systematic literature review (SLR) was carried out, which revealed, among other findings, gaps in the literature, such as the performance of studies that investigate the relationship between multiple leadership styles and the construct “project success”. To achieve the research objectives, the data analysis of this work will use a quantitative approach through multivariate techniques, such as confirmatory factor analysis and structural equation modeling. The data collection instrument will be applied in survey form to professionals from the area of PM in Information Technology, consisting of scales used in previous studies to analyze the relationships and impacts between the latent variables, represented by transformational and transactional leadership, self-leadership and project success. It is expected, based on the results obtained, to confirm the research hypotheses, revealing positive impacts of the three types of leadership on project success, as well as the significant mediation of self-leadership in the relationships between transformational and transactional leadership and project success.