INTRODUCTION

This dissertation seeks to investigate the meaning of leadership in project management and establish the importance of leadership skill in delivering successful projects. Additionally, the contextual methods, theories or concepts of leadership and the importance of these methods are discussed in a projectised environment. The report explores the exclusive characteristics, behaviours and skills attributable to great leadership within the perspective of the project environment. The broad objective of this report is to establish the importance of leadership skill in project management while examining the behaviours, characteristics and skills which produce a successful leader in the environmental profession of project management. The essay begins with stating the meaning of leadership in project management. Then after having discussed the importance of leadership in project management, the rest of the dissertation outlines the general project management leadership schools of thought, or models. The report outlines a review of the theories, models or concepts related to leadership in project management and traces their gesticulation over the last 70 years from the great man notion of heroic leaders, through behaviourist theories, trait theories, situational leadership, contingency theory and on to transactional and transformational leadership. Each of these theories provides some insights into the qualities of successful leaders.

IMPORTANCE OF LEADERSHIP
Handy, C. (2002, p.22) found that leadership might be defined as a procedure by which one person can influence attitudes, thoughts and behaviours of others and motivate other individuals toward the achievement of collective or organizational objectives. Grint, K. (2000, p.18) stated that there are some main features in the definition of leadership that have to be emphasized. Firstly, leadership is a collective influence procedure. Secondly, the leadership quality draws out the voluntary courses of action from the adherents. The voluntary character of conformity distinguishes the aspect of leadership from other kinds of control based on ceremonial influence. Finally, the aspect of leadership tends to result in the behaviour of the followers that is resolute and objective-oriented in some sort of organized surrounding. According to Katzenbach, J. and Smith, D. (1994, p.36) leadership might be distinguished as the capability to enable other individual to perform something important. Leadership inspires people toward an objective. A collection of individuals rapidly degenerates into conflict and argument while being devoid of leadership. This is due to the fact that different individuals view different things in different ways and also intend to look
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for different solutions. Leadership enables individuals to move towards the same direction and connect individual efforts together. Fiedler, (1987, p.31) argued that effectual leadership enables the business organization to traverse across times of hazard. It helps a business organization to become successful. It facilitates the business organization to complete its mission. The nonexistence of leadership is striking in its impacts to an equal extent. In absence of leadership, business organizations progress very slowly, stand still and often lose the direction. If the decision-making task is complete, well-timely and appropriate, then everything would be done appropriately. Indeed a decision transmutes nothing by itself. When a decision is taken, the business organization usually faces the implementation problem, that is how the tasks could be completed in an effective and timely way. According to Tichy, N. and Devanna, M. (1986, p.12) problems of implementation regarding the ways the leaders motivate behaviour, transmutes the course of actions and surmount confrontation are the issues in fact. Leadership is critical while successfully executing decisions. Investors acknowledge the importance of leadership when it has been said that a good leader can generate success of a feeble and ineffective business plan, but that an ineffective leader can destroy even the best possible plan. Hooper, A. and Potter, J. (1997, p.29) argued that it is an axiom that leadership concentrates on performing the right things while the managers concentrate on performing the things right. Belbin, R. M. (1993, p.34) stated that a leader should be capable of expressing the vision of the organization quite clearly and in a persuasive way so that other individuals get occupied with it. The leader should be committed to its vision, to the business organization and also to the members of the business organization. The leader usually assumes a significant sum of risk and responsibility. Slight leadership is needed when there is no risk at all. Covey, S. (2002, p.11) argued that in case the project is not difficult and sure to succeed, any individual could and probably would guide it. However where the project has a failure risk, then many individuals will tremble to accept the challenge and leadership is imperative to inspire individuals to get committed and to succeed. According to Grint, K. (2000, p.19) leadership is a critically important role of management which assists to maximize effectiveness and to obtain organizational objectives. Leadership usually initiates course of action, motivates individuals by means of providing guidance, boosting confidence and developing morale. It also improves the work environment and creates co-ordination among the individuals. Gosling, J. and Mintzberg, H. (2003, p.21) argued that the positive correlation between leadership and the success of project and the impact of leadership on the accomplishment of the project and organisation has been well acknowledged in the literature of general
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management. The capacity and leadership ability of the project manager is a critically important factor for delivering successful projects. Bergmann, H., Hurson, K. and Russ-Eft, D. (2001, p.27) stated that the personal attributes and leadership approach makes a contribution to successful project. This positive correlation between project leadership and project success is supported by other research showing that projects sometimes stay behind in achieving their expected results, not because of a lack of project management, but rather from a lack of project leadership. Leadership plays a critically important role in delivering successful project. Engestrom, Y. (1987, p.36) stated that leadership is a cardinal element for the success in project management. The best leader will usually set behaviours as examples that his team would respond to, since management project teams would want to go behind leaders who have faith upon them and recognize their contribution. However, good

leadership motivates commitment and productivity of project team and henceforth improving the occurances of project success. A leader should be able to motivate a project team to perform its best job.

THE STUDY OF LEADERSHIP

This segment discusses the major models, concepts and themes of leadership that have been developed over the years. Covey, S. (2002, p.35) stated that the Great Man Theory was constructed on the principle that leaders are extraordinary persons who are born with inherent attributes and predestined to show the way. Covey, S. (2002, p.35) stated that leadership during that time used to be considered as a conception which was mainly male-oriented. Hence the application of the specific term 'man' had been deliberate. This anteceded the concept of the Trait Theory. The Trait Theory originated from the Great Man theory as a method of recognizing the key attributes of triumphant leaders. Bergmann, H., Hurson, K. and Russ-Eft, D. (2001, p.35) stated that the trait theory assumes that a person is either born or is developed with specific attributes which will enable him to do extremely well in the leadership roles. For instance, specific characteristics such as perception of responsibility, intelligence, innovativeness and other qualities will convert anyone to a good leader. There was an anticipation that through this theory crucial leadership qualities could be separated and persons possessing such characters might possibly be recruited and selected with a view to install into the leadership positions. With a view to achieve a better knowledge of what is the trait or the amalgamation of traits that are familiar among the good leaders, the trait

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leadership theory attempted to focus on evaluating attributes.

physical, psychological and social

Covey, S. (2002, p.37) stated that the behavioural theory offers a new perception in response to the trait leadership theory. The Behaviourist Theory focuses on the actual deeds of the leaders instead of their attributes. It concentrates on the demeanours of the leaders in contrast with their physical, psychological or social attributes. Hence, the researchers were capable of measuring the causal effect relationship of particular individual behaviours from the leaders. Various behavioural patterns are observed and classified as leadership styles. Covey, S. (2002, p.37) stated that although the behavioural theory may assist managers in developing specific leadership behaviours, the theory provides inadequate guidance in relation to what demonstrates effectual leadership in various circumstances. Nowadays most researchers certainly admit that no single leadership method is appropriate for every single administrator in every circumstance. Bergmann, H., Hurson, K. and Russ-Eft, D. (2001, p.35) stated that Situational Leadership Approach regards leadership as particular to the circumstance in which the theory is being applied. For instance, where some situations might need a dictatorial approach, other situations might require a more participative style. It also demonstrates that there might possibly be contrasts in the leadership approach at various levels in the similar organisation. The Situational theory assumes that the leaders select the best alternative action on the basis of situational variables. Various approaches of leadership might be more suitable for specific types of decision-making. Handy, C. (2003, p.21) argued that Contingency Theory is a modification of the situational approach and concentrates on the identification of the situational variables. The theory predicts the most effective or appropriate leadership approach to match the specific circumstances. Handy, C. (2003, p.21) argued that the theory focuses on the specific

variables pertaining to the atmosphere that might decide which specific leadership style is appropriate for the situation. Success basically depends on the leadership approach, qualities of the adherents and perspectives of the circumstance. This theory postulates that the leaders validity is dependent on how appropriately the leaders approach fits a particular situation. Whereas the situational theory focuses on adjusting to the circumstance, the contingency theory states that effectual leadership relies on the level of appropriateness between the leaders attributes and approach and that of a particular context or situation. Gosling, J. and Mintzberg, H. (2003, p.18) stated that the Participative leadership theory states that the perfect leadership approach is the one which takes others input into consideration. The leaders persuade contributions and participation from the members of the
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group and enable group members to sense more related and devoted to the managerial process. Handy, C. (2003, p.29) argued that Transactional Theory attempts to emphasize the significance of the mutual relationship between the leader and the adherents, concentrating on the reciprocal benefits resulting from the aspect of 'contract' by means of which the leader provides such stuff as recognition or rewards in return for the allegiance or commitment of the adherents. Handy, C. (2003, p.31) stated that this approach concentrates on the interactions which occur between the leaders and the adherents. It is built on the basis that the responsibility of a leader is to form structures which clarify what is anticipated of the followers and the consequences as well for satisfying or not satisfying these anticipations. Gosling, J. and Mintzberg, H. (2003, p.31) stated that Transformational theory assumes that leadership is the procedure through which an individual gets engaged with other individuals and is capable of creating an association which results in improved incentive and integrity in both leaders and followers. It is sometimes associated to the charismatic leadership approach that embraces that leaders possessing specific attributes, for instance extroversion, confidence and clearly confirmed values, are best capable of motivating the followers. The leader needs to be alert and watchful to the motives and needs of the adherents in an attempt to enable them arrive at their utmost potential.

CONCLUSION
Leadership is a procedure by which one person can influence attitudes, thoughts and behaviours of others and motivate other individuals toward the achievement of collective or organizational objectives. It inspires people toward an objective. A collection of individuals rapidly degenerates into conflict and argument while being devoid of leadership. In absence of leadership, business organizations progress very slowly, stand still and often lose the direction. Investors acknowledge the importance of leadership when it has been said that a good leader can generate success of a feeble and ineffective business plan, but that an ineffective leader can destroy even the best possible plan. The Great Man Theory was constructed on the principle that leaders are extraordinary persons born with inherent attributes and predestined to show the way. The Trait Theory originated from the Great Man theory as a method of recognizing the key attributes of triumphant leaders. The Behavioural Theory concentrates on the demeanours of the leaders in contrast with their physical, psychological or social attributes. The Situational Leadership Approach regards
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leadership as particular to the circumstance in which the theory is being applied. The Contingency Theory is a modification of the situational approach and concentrates on the identification of the situational variables. The Transactional Theory concentrates on the interactions which occur between the leaders and the adherents. The Transformational theory assumes that leadership is the procedure through which an individual gets engaged with other individuals.

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