A helyzetfüggő vezetés koncepciója a projektvezetésben. Egy pilot tanulmány eredményei
The Concept of Situational Leadership in Project Management. Results of a Pilot Study

Summary/Abstract: The fundamental aim of the paper is to explore which elements of the project context are most decisive in the selection of an appropriate leadership style for a given context. Based on the results of a pilot study, we examine the relationship between the inherent characteristics of the project, the characteristics of the project owner organization and the project team related to project management, and the leadership style of the project manager in relation to project success. We applied qualitative research methodology in our study. During data collection, we conducted semi-structured interviews related to six projects at two different organisations. In order to ensure the reliability of the data, we interviewed the project manager, the project team members, and the project manager’s supervisor separately. The interview questions focused on the characteristics of the project context, the features of the project manager’s leadership style, and the success of the project. The results of the research highlighted that the inherent characteristics of the project, such as uncertainty and complexity influence what kind of leadership behaviour can be effective in a given project. In cases of high uncertainty and complexity, an engaging leadership style that supports empowerment and commitment is most effective, while in projects characterized by moderate complexity and uncertainty, an involving leadership style is most likely to promote project success. The results of the study confirmed that there is no single leadership style that is effective in all situations. When selecting and developing project managers, the uncertainty and complexity of the project, as well as the project team’s project management experience, must be considered in order to promote the success of the project.

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