Abstract
This paper explores the nature and importance of leadership in technical projects. It argues that there is a need to develop a leadership model incorporating the distinguishing personality and occupational characteristics of technical professionals. It tested the applicability of Bass and Avolio’s transformational leadership model in an information systems project environment along with technical leadership scale derived from the technical leadership literature. The results indicated that a combination of transformational and technical leadership behaviours augments 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.
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