Project Leadership Research Articles

Is Utah the Most Sexist State? No

Abstract This paper critically examines the claim that Utah is “the most sexist state” in the United States, as suggested by a WalletHub report ranking it lowest in “Women’s Equality.” Utilizing an economic analysis from the Austrian School perspective, this study scrutinizes the data, metrics, and conclusions of reports by the Utah Women & Leadership Project (UWLP). The analysis focuses on distinguishing statistical disparities from sexism, proposing that observed gender inequalities in Utah are largely influenced by cultural and economic factors, particularly the state’s high marriage rate and traditional gender roles. Contrary to the notion that sexism predominantly drives gender disparities, the paper argues that personal choices and subjective value theory play significant roles in shaping these outcomes. The study highlights the importance of considering cultural context, individual preferences, and the marital asymmetry hypothesis when interpreting gender-related data, challenging the assertion that Utah’s gender disparities are primarily due to sexist attitudes. The findings suggest that Utah’s gender gaps in areas such as income and workforce participation are more accurately attributed to the state’s unique cultural and economic landscape rather than pervasive sexism.

Emergence of shared leadership in project teams: The role of events

The interest in project leadership research has expanded towards shared leadership practices, and shared leadership is a noteworthy alternative for traditional project management approaches. Despite the growing interest in shared leadership, the role of events in the emergence of shared leadership remains unclear. The aim of our research was to identify what kind of events trigger or hinder the emergence of shared leadership in project teams. Our qualitative research data from interviews with 31 project team members was collected in five different organizations. Activity theory was chosen as the analytical tool to explore the events affecting the emergence of shared leadership. We found event chains that trigger and hinder the emergence of shared leadership during the different phases of a project life cycle. Our research contributes to project leadership research by shedding light on the role of events in the emergence of shared leadership.

Implementation and insights from the MedXMentor structured mentorship program for undergraduate health science students at Mbarara University, Uganda

BackgroundMentorship is essential for education and career development in health-related fields, yet Sub-Saharan African universities often lack structured programs. To address this, the MedXMentor program was established at Mbarara University of Science and Technology (MUST) to provide structured mentorship to undergraduate health sciences students in Uganda. This paper outlines insights gained from implementing the MedXMentor hybrid mentorship program.MethodsUsing a mixed-methods approach, the study employed the Kirkpatrick Model of Evaluation to assess mentees’ reactions, learning, behavior, and goal achievement. Data were collected via Google Form surveys, feedback forms, mentoring logs, and session attendance records. Descriptive statistics and thematic analysis provided a comprehensive understanding of the program’s impact.ResultsThe program served 80 mentees, with 48 participating in one-on-one mentorship and 32 in group sessions. It enlisted 24 mentors, mainly from the medical field. Between April and September 2022, eight online group sessions were held, with an average attendance rate of 52%. These sessions focused on project planning, grant writing, and soft skills development, resulting in improved mentee comprehension and skill acquisition. Mentees reported an enhanced understanding of project planning, grant writing, communication, leadership, and teamwork. Their experiences were categorized into four themes: Mentor Engagement, Goal-Oriented Study, Skills and Professional Development, and High-Yield Mentor–Mentee Engagements.Conclusion and recommendationsImplementing the MedXMentor program proved effective in providing crucial mentorship and equipping students with vital academic and professional skills. The program highlighted its potential to bridge the mentorship gap in low-resource settings. By empowering future healthcare professionals in Africa, MedXMentor exemplifies how mentorship initiatives can drive significant advancements in healthcare education and practice.

Student involvement and leadership: A commitment to active citizenship

Assuming leadership from an ethical stance with responsibility for action proposes a complex challenge to achieve, because of the many aspects inherent to human beings and their evolutionary processes. It is necessary to undertake ways and ventures to weave forms and experiences that lead to it. The School of Nursing at Universidad del Valle, interpreting the university mission and based on its 2005-2015 Strategic Plan, assumes the responsibility of promoting opportunities and initiatives that foster leadership in students through the development of two strategies: promotion of Leadership and Training, through accompanying initiatives and representations of the Nursing Program students. This article describes different voices of students who have been participating in initiatives generated from the Leadership Project and the development of their strategies to recover and reveal the richness of its possibilities, as well as the difficulties of mobilizing a proposal involving democratic and humanist views on various forms of individual life and projected onto the horizon of the collective.Final reflection: The experience at the School of Nursing at Universidad del Valle about leadership and student participation provides the necessity to promote leadership based on the collective, but focusing on individual potential, as well as the personal and professional growth of students and teachers, which requires the conjunction of human, economic, academic and administrative efforts.

A framework for leadership practices and communication in the context of the construction sector

An ongoing debate in the leadership domain underscores the prevalence of project failures globally, prompting project managers to refine leadership strategies and create innovative practices to navigate project complexities, emerging technologies, artificial intelligence, evolving stakeholder expectations, shifting construction landscape, and brittle, anxious, nonlinear and incompressible environment challenges in the construction industry. This study aims to provide insights into the relationship mechanisms between leadership practices, communication, and project success, introducing a framework for behavioral practices to address challenges in the Australian construction industry, such as project complexities, inefficiencies, cash flow disruptions, supply chain issues, communication barriers, cultural diversity, digitalization, and regulatory protocols compliance. Exploratory factors/multivariate regression analysis on collected responses on 66 projects have identified four critical success factors: relationship management, communication effectiveness, leading by example, and self-management that impact and improve project success significantly using relationship and conflict management as mediators, help formulate creative practices using stakeholder analysis, conflict resolution strategies, and promoting collaboration enhancing the decision-making process to overcome challenges. Researchers validated and confirmed results through in-depth interviews with independent practitioners, encouraging project managers to modify behavioral practices using an explicit model for enhancing project success.

Outcome Evaluation of a Health System Clinical Nurse Specialist Fellowship Program.

Healthcare is a complex adaptive system, requiring agile, innovative leaders to transform care. Clinical nurse specialists (CNSs) are uniquely positioned to influence change and achieve high-quality outcomes. Nurse leaders need strategies to onboard and retain CNSs considering high demand across the nation. The purpose of this program evaluation was to describe the core components and outcomes of CNS fellowship programs. This program evaluation used the Kirkpatrick Model as a framework to assess learning and knowledge translation. The study was conducted within 3 Indiana healthcare organizations. Clinical nurse specialist leaders from each organization identified fellowship core components and analyzed team composition (ie, percentage of CNS team that was current/past fellows). Current and past CNS fellows were invited to participate in a survey evaluating program effectiveness, impact on role transition, project leadership, and outcomes achieved. Overlap was identified among 85% (17/20) of the core components, team composition was 71% (25/35) past/current fellows, and retention was 100% (12/12). Of the 23 invited, 18 (78%) participated in the program evaluation. Program effectiveness was evaluated as very/extremely effective by 94% (17/18) of participants. Themes salient to independent practice transition were applying learning, achieving influence, and developing relationally, contributing to incremental gain of the CNS perspective (ie, CNS values and guiding principles influencing critical thinking and behavior). Nurse leaders should consider fellowship implementation to recruit and retain CNS talent within organizations.

Project Leadership and Performance of World Bank Funded Projects in Kenya

Project Leadership and Performance of World Bank Funded Projects in Kenya

An Empirical Study on Project Managers’ Leadership Behavioral Practices Impacting Project Success – The Australian Construction Sector

ABSTRACT The study aims to bridge the gap for an in-depth empirical analysis by investigating the project managers’ leadership behavioral practices, helping practitioners tackle unique challenges in the Australian construction sector. A quantitative approach was employed using a survey questionnaire to collect responses from (66) project managers/leaders. Exploratory factors/multivariate regression has identified four key success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Interpersonal Sensitivity and thirteen contributing leadership practices, emphasizing inclusiveness, relationship-building, self-feedback objectivity, sharing information, and controlling emotions that significantly impact project success. Synthesizing information indicated transformational, transactional, and authentic styles of leadership practices and an inclination to adopt innovative behaviors promoting positive change for achieving project success. Besides, the study found remarkable differences in the project leadership practices from those extracted from global research studies, suggesting future investigation. The study’s results addressed the challenges experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with a multicultural workforce, stringent government regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, organization culture, and new technology adoption. It will significantly contribute to the body of knowledge by generating valuable insights and perspectives for a deeper understanding of construction-related practices for the practitioners.

Evaluation of a multifaceted implementation strategy for semi-automated surveillance of surgical site infections after total hip or knee arthroplasty: a multicentre pilot study in the Netherlands

IntroductionTo promote the nation-wide implementation of semi-automated surveillance (AS) of surgical site infection after hip and knee arthroplasty, the Dutch National Institute for Public Health and the Environment (RIVM) deployed a decentralised multifaceted implementation strategy. This strategy consisted of a protocol specifying minimum requirements for an AS system, supported by a user manual, education module, individual guidance for hospitals and user-group meetings. This study describes an effect evaluation and process evaluation of the implementation strategy for AS in five frontrunner hospitals.MethodsTo evaluate the effect of the implementation strategy, the achieved phase of implementation was determined in each frontrunner hospital at the end of the study period. The process evaluation consisted of (1) an evaluation of the feasibility of strategy elements, (2) an evaluation of barriers and facilitators for implementation and (3) an evaluation of the workload for implementation. Interviews were performed as a basis for a subsequent survey quantifying the results regarding the feasibility as well as barriers and facilitators. Workload was self-monitored per profession. Qualitative data were analysed using a framework analysis, whereas quantitative data were analysed descriptively.ResultsOne hospital finished the complete implementation process in 240 person-hours. Overall, the elements of the implementation strategy were often used, positively received and overall, the strategy was rated effective and feasible. During the implementation process, participants perceived the relative advantage of AS and had sufficient knowledge about AS. However, barriers regarding complexity of AS data extraction, data-infrastructure, and validation, lack of capacity and motivation at the IT department, and difficulties with assigning roles and responsibilities were experienced.ConclusionA decentralised multifaceted implementation strategy is suitable for the implementation of AS in hospitals. Effective local project management, including clear project leadership and ownership, obtaining commitment of higher management levels, active involvement of stakeholders, and appropriate allocation of roles and responsibilities is important for successful implementation and should be facilitated by the implementation strategy. Sufficient knowledge about AS, its requirements and the implementation process should be available among stakeholders by e.g. an education module. Furthermore, exchange of knowledge and experiences between hospitals should be encouraged in user-group meetings.

Leadership Profile of Croatian Project Managers - Investigating the Effects of Stress and Followers’ Expertise in Achieving Project Success

Abstract The purpose of this paper is to investigate the role of stress in demonstrating adequate project leadership and ultimately achieving project success, while also respecting followers’ expertise as the most important context factor. During 2021, the empirical research was conducted on 71 project managers in the Republic of Croatia. Results obtained via SPSS Statistics 23.0 and PROCESS macro v4.0 for SPSS indicate that demonstrated project leadership and followers’ expertise positively affect the project’s success. According to the results, stress, due to its inverted U-shaped nature of effect, does not affect project success, whereas it has a negative moderation effect on demonstrated project leadership by reducing its positive effects on project success. In addition to these results, this paper offers other interesting insights into the relationships between demonstrated project leadership, project manager’s stress, and project success, further filling the identified gap in research. A relatively small sample of project managers and its cross-sectional nature stand out as the main limitations of the empirical research presented in the paper.

Formation and evaluation of the ASCO medical education community of practice (Med Ed CoP).

9022 Background: High quality education is crucial for hematology/oncology (H/O) training and lifelong learning. However, H/O has historically prioritized clinical and research careers over medical education careers. Consequently, few programs support H/O educators. A CoP is a group that shares “a concern or passion for something they do and learn how to do it better as they interact regularly.” We formed the ASCO Med Ed CoP in 2021 to provide a collaborative network and professional development venue for H/O educators. Methods: Following a published framework for developing a global health professions educator community (Establish-Grow-Sustain), we (ASCO Education Scholars Program graduates) developed CoP mission and vision statements and a leadership structure (Establish), formed committees and projects (Grow), and gathered at the ASCO Annual Meeting and via virtual Town Halls (Sustain). In 2023, we collected demographics and evaluated the CoP using a logic model focused on inputs, activities, outputs, and impact. Results: As of December 2023, the CoP includes 238 members from 143 institutions (38 [27%] non-U.S.): 207 (87%) ASCO members; 127 (53%) women, 106 (45%) men, 5 (2%) no response (NR); 111 (47%) White, 88 (37%) Asian/Pacific Islander, 27 (11%) Latinx/Hispanic, 12 (5%) Black/African-American, 8 (3%) Middle Eastern, 1 (0.4%) African, 16 (7%) NR; 146 (61%) hematologist/oncologists, 68 (29%) trainees, 6 (3%) radiation oncologists, 3 (1%) surgical oncologists, and 15 (6%) other professionals. The logic model is displayed (Table). Conclusions: The CoP has had an impact on its members, ASCO, and beyond and continues to grow and sustain itself by recruiting broadly, driving projects forward, and making structural adjustments for long-term sustainability. Upcoming projects include providing more educational resources and measuring outcomes such as changes in members’ knowledge, skills, and attitudes. Membership diversity continues to be a challenge and a priority. [Table: see text]

Leader spirituality and organizational innovativeness as determinants of transformational leadership and project success: behavioral and social learning perspectives

PurposeWe examine the relationships among leader spirituality, organizational innovativeness, transformational leadership style and project success. Integrating principles of behavioral learning and social learning theories, we argue that spiritual leadership style is positively linked to project success, and this relationship is mediated by transformational leadership. Furthermore, the relationship between leader spirituality and transformational leadership is moderated by organizational innovativeness.Design/methodology/approachData are collected from 180 individuals working in seven large project-based organizations from the telecom sector in Pakistan. The individuals comprise engineers, functional managers, dedicated project managers and individuals who have led and/or worked in project teams. Data are analyzed using variance-based structural equation modeling.FindingsResults suggest that the relationship between spiritual leadership style and project success is positive and is partially mediated by transformational leadership. Furthermore, organizational innovativeness positively moderates the spiritual leadership and transformational leadership relationship.Originality/valueResearch calls for examining the relationship between leadership styles and project success. We address this call through examining the role of spiritual leadership style (which is rather ignored in project management literature) for project success. Furthermore, we take a novel evolutionary approach of integrating different leadership styles and indicating determinants as well as contingencies to leadership development.

Human-AI interaction: Augmenting decision-making for IT leader's project selection

This research seeks to determine whether IT leaders are willing to leverage Artificial Intelligence (AI) recommendations to augment their decision-making when considering which IT projects to select based on the projects’ contribution towards organizational goals and objectives and the IT leaders’ level of knowledge and trust in AI. The research design utilized a quantitative survey of 113 IT leaders to understand their willingness to accept AI recommendations that augment their own decision-making while considering organizational criteria for selecting the best IT projects to invest in. AI recommendations were measured based on factors contained within a conceptual AI-driven online recommendation system, while decision-making was measured based on factors such as uncertainty, consequences of decisions, information & goals, motivation, and self-regulation that were designed and validated to examine certain aspects that influence decision-making. IT project contributions were measured based on relevance, risk, reasonableness, basis research return, and business return associated with the project. The research results showed the relationship between IT Project Contributions and IT leader decision was significant in that the leader's perception of IT project contributions towards organizational goals and objectives has a positive influence on the IT project selection decision. Unfortunately, the remaining hypothesized relationships showed no significant outcomes. The research results did not show that IT Leader Decisions may be influenced by AI recommendations, nor the greater knowledge of AI an IT Leader has, the stronger the relationship will be in support of or against AI recommendations, nor that the greater trust in AI an IT Leader has, the stronger the relationship will be in support of or against AI recommendations. This research will provide important insights to understand IT project selection and human-AI collaboration by IT leaders in organizations.

Examining the Relationship between Transformational Leadership and Organizational Change Effectiveness: A Case Study of Multinational Companies in Baluchistan

This study investigates the impact of transformational management on organizational alternate effectiveness within multinational groups working in Baluchistan, Pakistan. Recognizing the dynamic and hastily evolving commercial enterprise surroundings, this research emphasizes the important role of leadership in navigating via organizational alterations. The look is grounded inside the theoretical framework of transformational management and is posited to influence organizational change tactics seriously, fostering innovation, motivation, and collective imagination and prescience among employees. Through a quantitative study’s methodology, facts were accrued from mid-level managers at Mondelez International, Hub, and Cnergyico Pakistan Limited, Hub, using the Multifactor Leadership Questionnaire (MLQ) and Project Implementation Profile (PIP) survey contraptions. The findings reveal a wonderful correlation between transformational leadership and organizational trade effectiveness, highlighting the importance of transformational leadership behavior, including intellectual stimulation, inspirational motivation, and individualized consideration, in enhancing the success of alternate projects. This takes a look at contributing to the existing body of knowledge by presenting empirical proof of the effectiveness of transformational management in managing organizational change inside the unique socio-economic and cultural context of Baluchistan. The implications of this study are massive for multinational agencies in search of powerful exchange management techniques in diverse and tough environments in force.

LEADERSHIP STYLES AND PERFORMANCE OF ROAD PROJECTS UNDER KENYA RURAL ROADS AUTHORITY IN KENYA

Road infrastructure drives global economic growth by facilitating the movement of goods, services, and people, enhancing trade and regional integration; recent improvements in developing countries have reduced cost overruns, highlighting the importance of effective strategy implementation, stakeholder engagement, and sustainability considerations for project success. The aim of the study was to establish whether leadership styles influence the performance of road projects by Kenya Rural Roads Authority. The study sought to establish whether leadership styles influence the performance of road projects by Kenya Rural Roads Authority. The study employs multiple theories, including Resource-Based Theory, Agency Theory, and others, within a mixed-methods approach guided by pragmatism. Focused on 140 Development Road Projects by KeRRA, it includes 104 Strategy Implementation Officers, Contractors’ CEOs, and KeRRA officials. Data, gathered through questionnaires and interviews, underwent statistical analysis revealing a significant positive correlation (r = 0.508, p < 0.05) between leadership styles and project performance, using SPSS Version 27. The study suggests that project managers at the Kenya Rural Roads Authority demonstrate positive leadership qualities, such as agreeableness and visionary leadership, which are linked to timely completion of road construction projects, although challenges like resistance to change and laissez-faire leadership tendencies may impede project success. Recommendations include reinforcing and promoting positive leadership qualities among project managers at the Kenya Rural Roads Authority, focusing on aspects such as agreeableness, visionary leadership, and developmental leadership, while addressing challenges related to laissez-faire and resistance to change through training and support initiatives, and emphasizing the importance of directive leadership to improve project outcomes and ensure successful completion of road construction projects. KEY WORDS: Leadership Styles, Performance of Road Construction Projects, Kenya Rural Roads Authority

أثر استخدام تقنيات إدارة المشاريع على تطوير المشاريع بالتطبيق على شركات القطاع الخاص بالمنطقة الشرقية بالمملكة العربية السعودية

The aim of the research is to highlight the impact of the use of enterprise management techniques on enterprise development by applying to private sector companies in the eastern region of Saudi Arabia by clarifying the dimensions of enterprise development, as well as to reveal the impact of project management techniques on enterprise development in its dimensions (project scheduling, project resources, project cost, project risks, project quality). The researcher has relied on the analytical descriptive approach to achieve the objectives of the study. The identification was used as an information-gathering tool. This research was applied to a study community consisting of workers from private sector companies in the eastern region within Saudi Arabia. (SPSS). This research has yielded a series of important findings, the most significant of which is that there is a statistically significant effect between the techniques used in project management (as a separate variable) and enterprise development (as a follow-up variable) within private sector companies in the eastern region of Saudi Arabia. There is a statistically significant effect between the techniques used in project management (as a separate variable) and the scheduling of projects (as a first dimension of enterprise development) (as a follow-up variable) within private sector companies in the eastern region of Saudi Arabia. The researcher recommended the need for senior management to develop skills through continuous training in project management. There is a need for agreement between senior leadership in projects and departments on the determinants of strategic plan development. Resource management depends on the efficiency and effectiveness of project planning.

Influence of Project Management Skills on Project Sustainability: A Case of Vision 2020 Umurenge Program in Burera District, Rwanda

The main purpose of this study Was to investigate the influence of project management skills on the project sustainability. This research was carried out to achieve the following specific objectives: To determine the influence of leadership skills on the sustainability of VUP in Burera district, To determine the influence of communication skills on the sustainability of VUP in Burera district, To assess the influence of problem-solving skills on the sustainability of VUP in Burera district. The study adopted the mix method research design. In data analysis the study used both descriptive (frequencies, percentages, mean and standard deviation) and inferential statistics (Pearson correlations and regression analysis). In order to select the sample size, the researcher adopted census sampling technique with 53 respondents. The data was corrected by means of questionnaire then after while analyzing data derived from questionnaire SPSS software was helpful as it helped us to have mean, standard deviation, frequency and other required items that helped us to analyze and interpret information so that the researcher can get reliable findings. The analysis revealed significant correlations between the project management skills and project sustainability outcomes: Leadership Skills: The correlation coefficient between leadership skills and project sustainability was 0.705** (p < 0.01), indicating a strong positive relationship. Higher leadership skills were associated with improved project sustainability outcomes. Communication Skills: The correlation coefficient between communication skills and project sustainability was 0.942** (p < 0.01), indicating a robust positive relationship. Greater communication skills were strongly linked to enhanced project sustainability outcomes. Problem-Solving Skills: The correlation coefficient between problem-solving skills and project sustainability was 0.683** (p < 0.01), affirming a significant positive relationship. Strong problem-solving skills were correlated with better project sustainability outcomes. These findings suggest that project managers possessing higher levels of leadership, communication, and problem-solving skills are better positioned to ensure project sustainability. The study contributes to both academia and practice by shedding light on the critical competencies that drive projects toward lasting positive impacts. Organizational decisions related to project management training and skill development can benefit from these insights, ultimately fostering more sustainable project outcomes. Based on the findings, the study recommends the government of Rwanda to invest in Leadership Development to empower project teams to navigate challenges, inspire motivation, and foster a shared vision, ultimately contributing to the sustainable success of the VUP program.

A model of senior Indigenous leadership in Australian higher education: An Indigenous academic perspective

PurposeSenior Indigenous leadership positions across the Australian higher education sector has increased over the past decade. Despite this advancement, there is limited understanding in terms of how to best integrate Indigenous leadership into existing governance structures of Australian universities. In 2018 the Walan Mayiny: Indigenous Leadership in Higher Education project commenced, aimed at establishing a model of best practice for the inclusivity of Indigenous leadership in higher education governance structures. This article presents key findings from the project, namely, a model of senior Indigenous leadership within the Australian universities based on the perceptions of a group of Indigenous academics.Design/methodology/approachThrough qualitative semi-structured interviews with Indigenous academic staff, the perceived value, characteristics and challenges of senior Indigenous leadership were examined. The varying opinions held by Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position were also highlighted. In doing so, a model of senior Indigenous leadership within the Australian higher education system is presented. The model of best practice presented in this article is underpinned by Indigenous Institutional Theory (Coates et al., 2022), a theoretical framework developed from the Walan Mayiny study.FindingsThe research findings highlight the diverse opinions of Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position. The six essential components are built upon the core characteristics, values and behaviours that senior Indigenous leaders need to have according to Indigenous academics, in order to advance Indigenous success within the academy.Originality/valueGiven Australian universities are being called upon to ensure that senior Indigenous leaders are in the best position possible to forge institutional change, senior Indigenous leaders within the academy may find the contextual Indigenous leadership model beneficial. The model allows one to uphold cultural integrity and fulfil the responsibilities and obligations of their higher education institution, while being able to serve their Indigenous colleagues and communities, leading to the advancement of Indigenous higher education outcomes. Importantly, the model can be adapted to suit all First Nations Peoples globally, who also find themselves working within the shackles of Western institutions.

Leadership and the dynamics of projects: Ray Levitt's insights on project leadership

Projects operate in dynamic settings, with changing technologies, and they are themselves evolving forms of organizing. This paper contains insights from Ray Levitt, an operating partner at Blackhorn Ventures and an Emeritus Professor at Stanford, where he led the Global Project Center. It is an extracted and edited version of conversation on a panel discussion at the inaugural Project Leadership in a Changing World Symposium in 2021. The main parts unpack how leaders of complex projects, such as those found in civil engineering construction, face challenges in innovating, particularly in incorporating new technologies that are being developed by start-ups; and how the nature of leadership changes across different project stages and relates to notions of agile leadership. The conversation with Ray Levitt provides contributions to the debate on project leadership in a changing world, on 1) the convergence of technologies affecting project leadership; 2) the importance of success criteria; 3) the changing nature of project leadership through the lifecycle; 4) agile leadership, and 5) the political skills and sensitivities to get project started. These insights can be built on by used by project scholars interested in project leadership in a changing world. In the final section we discuss how they might provoke new research on the leadership and digital innovation in an age of AI and on temporal understandings of project leadership and its discontents in a changing world.

Living, Leading & Medicine: A two-tiered leadership development programme for family medicine residents.

There is increasing awareness of the necessity and importance for physician leadership in health care. Despite this, formal leadership training is not widespread in medical education. We describe the structure, curriculum and development of a robust two-tiered leadership development programme within a community-based family medicine residency programme. Living, Leading & Medicine (LLM, tier 1) consists of nine 2.5-h discussion-based training sessions occurring thrice annually. The Advanced Leadership Track (ALT, tier 2) includes mentoring, additional readings, personal evaluations and leadership projects. We used post-session surveys and exit surveys for LLM and ALT, respectively. We utilised the modified Kirkpatrick framework for programme evaluation to present outcomes from the first 3years for each tier. Over three quarters (40 out of 53) of residents participated in LLM sessions. The post-session survey response rate for LLM was 95% (124 out of 130 participants). Eighteen out of 33 residents (54.5%) completed the ALT. Of these, 72% (13 of 18) returned exit surveys. Residents found the programme valuable and relevant (Kirkpatrick level 1). Residents demonstrated improvements in leadership knowledge and skills (3.85 v. 3.11, p< 0.0001; Kirkpatrick level 2) compared with an internal, historic control group. We noted changes in resident behaviour and attitudes towards leadership (Kirkpatrick level 3). Finally, the completion of leadership projects demonstrates Kirkpatrick level 4 outcomes. We have created a longitudinal, two-tiered leadership development programme that has improved the leadership capabilities of our family medicine residents.