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Impact of nontechnical leadership practices on it project success
Author(s) -
Kaminsky Jason B.
Publication year - 2012
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21226
Subject(s) - relevance (law) , key (lock) , best practice , leadership studies , project management , public relations , political science , sociology , knowledge management , management , leadership style , computer science , economics , computer security , law
Abstract This article examines the leadership practices utilized by information technology (IT) project managers that contribute to project success. Specifically, technical and nontechnical leadership practices are contrasted. The importance of nontechnical leadership practices in IT project management has been largely ignored in research until recently. The article identifies key nontechnical leadership practices that are important for the success of IT projects. The article is based on a qualitative study that gathered data from actual IT projects conducted at U.S. companies across several different industry segments. Study results are analyzed to determine the relevance and value of Heifetz's adaptive leadership framework to the area of IT project management. Study findings indicate that nontechnical leadership practices are important to the success of IT projects. Findings also indicate that Heifetz's adaptive leadership framework is consistent with the key nontechnical leadership practices that are important for the success of IT projects. A framework for the development of IT project managers is also proposed.