Management vs Leadership qualities - Revision history

Larsoleh: /* Leadership style as a success factor in project management? */

2023-05-06T07:27:18Z

Leadership style as a success factor in project management?

Larsoleh: /* Emotional Intelligence */

2023-05-06T07:13:25Z

Emotional Intelligence

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	===Emotional Intelligence===		===Emotional Intelligence===
	The connection between being a leader and a manager is understanding what motivates individuals and drives their behaviour.<ref name="LMMain"/> This involves bringing out the best in each team member according to the intended goals. <ref name="MoreEffective"/> To achieve this, leaders and managers must possess emotional intelligence. Since organisations consist of people, emotions inevitably come into play in the workplace. <ref name="LMMain"/> In companies, 90% of top performers have high skills in emotional intelligence. <ref name="MoreEffective"/>		The connection between being a leader and a manager is understanding what motivates individuals and drives their behaviour.<ref name="LMMain"/> This involves bringing out the best in each team member according to the intended goals. <ref name="MoreEffective"/> To achieve this, leaders and managers must possess emotional intelligence. Since organisations consist of people, emotions inevitably come into play in the workplace. <ref name="LMMain"/> In companies, 90% of top performers have high skills in emotional intelligence. <ref name="MoreEffective"/>
	The emotional states of individuals are significant drivers of motivation or de-motivation. <ref name="Book2"/> A worker's output is influenced by their emotions ~~alone~~, whether we like to admit it or not. ~~This is~~ evident in the need to balance work and life ~~and the importance of emotionally intelligent managers and leaders~~.<ref name="LMMain"/>		The emotional states of individuals are significant drivers of motivation or de-motivation. <ref name="Book2"/> A worker's output is solely influenced by their emotions, whether we like to admit it or not. Emotionally intelligent managers and leaders are evident in the need to balance work and life.<ref name="LMMain"/>

	Today's world is fast-paced, not only in terms of business dealings but also in social contexts. Technology integration into our lives has accelerated global trade and movements of goods, services, human resources, and social customs. Consequently, the workforce is becoming increasingly diverse, with leaders and managers seeking to work with people from different backgrounds and cultures. Being highly attuned to people's emotional states is critical in such a setting. <ref name="LMMain"/> Emotional intelligence involves recognising and understanding one's emotions and those of others and managing moods and relationships. <ref name="MoreEffective"/> <ref name="Book2"/>		Today's world is fast-paced, not only in terms of business dealings but also in social contexts. Technology integration into our lives has accelerated global trade and movements of goods, services, human resources, and social customs. Consequently, the workforce is becoming increasingly diverse, with leaders and managers seeking to work with people from different backgrounds and cultures. Being highly attuned to people's emotional states is critical in such a setting. <ref name="LMMain"/> Emotional intelligence involves recognising and understanding one's emotions and those of others and managing moods and relationships. <ref name="MoreEffective"/> <ref name="Book2"/>

Larsoleh: /* Decision-making and Problem-solving */

2023-05-06T07:09:38Z

Decision-making and Problem-solving

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	===Decision-making and Problem-solving===		===Decision-making and Problem-solving===
	''Leaders'' are seen as influential individuals who can quickly make decisions and communicate them to others with a clear goal. They have a strategic problem-solving approach and a foundation for managing and addressing issues. Influential leaders can balance emotion and reason~~, making~~ decisions that benefit themselves, their employees, clients, shareholders, and the ~~organization~~. <ref name="LMMain"/>		''Leaders'' are seen as influential individuals who can quickly make decisions and communicate them to others with a clear goal. They have a strategic problem-solving approach and a foundation for managing and addressing issues. Influential leaders can balance emotion and reason and make decisions that benefit themselves, their employees, clients, shareholders, and the organisation. <ref name="LMMain"/>

	For ''managers'', Problem-solving is a continual process that involves evaluating situations, considering alternatives, making decisions, and following up with the necessary actions. This process requires managers to constantly monitor the situation and adjust their plans to achieve the desired outcome. <ref name="LMMain"/>		For ''managers'', Problem-solving is a continual process that involves evaluating situations, considering alternatives, making decisions, and following up with the necessary actions. This process requires managers to constantly monitor the situation and adjust their plans to achieve the desired outcome. <ref name="LMMain"/>

	Both leaders and managers are responsible for making good decisions and solving problems. While leaders focus on making decisions at a higher level, managers make decisions at the departmental level. <ref name="LMMain"/> Managers and leaders view decision-making ~~likely~~ as a single event, which can lead to the overestimation of the ability to influence the outcome and close the perspective of alternatives by yourself. <ref name="MoreEffective"/> While strong decision-making is considered a critical business success factor, just 20 % of professionals believe that their organisation excel in it~~, stated the management consulting firm McKinney~~. <ref name="MoreEffective"/> In essence, effective decision-making and problem-solving are critical skills required of both leaders and managers for the organisation's success. <ref name="LMMain"/>		Both leaders and managers are responsible for making good decisions and solving problems. While leaders focus on making decisions at a higher level, managers make decisions at the departmental level. <ref name="LMMain"/> Managers and leaders view decision-making as a single event, which can lead to the overestimation of the ability to influence the outcome and close the perspective of alternatives by yourself. <ref name="MoreEffective"/> While strong decision-making is considered a critical business success factor, the management consulting firm McKinney stated that just 20 % of professionals believe that their organisation excel in it. <ref name="MoreEffective"/> In essence, effective decision-making and problem-solving are critical skills required of both leaders and managers for the organisation's success. <ref name="LMMain"/>

	===Emotional Intelligence===		===Emotional Intelligence===

Larsoleh: /* Communication */

2023-05-06T07:05:40Z

Communication

← Older revision		Revision as of 07:05, 6 May 2023
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	===Communication===		===Communication===
	Communication is a critical skill for both leaders and managers. While leaders have to focus ~~when someone is talking to them, including~~ what is said and left unsaid, managers usually do one-way communication. In an organisation, communication is crucial; every ~~single~~ employee looks forward to being informed and prepared for what their firm stands for and intends to archive in the future. Communication between leaders interacts with ~~the~~ motivation ~~of people~~, while managers' communication style empowers people to perform at their best and build stronger teams. <ref name="LM1"/>		Communication is a critical skill for both leaders and managers. While leaders in meetings and conversations have to focus on what is said and left unsaid, managers usually do one-way communication. In an organisation, communication is crucial; every employee looks forward to being informed and prepared for what their firm stands for and intends to archive in the future. Communication between leaders interacts with people's motivation, while managers' communication style empowers people to perform at their best and build stronger teams. <ref name="LM1"/>

	===Decision-making and Problem-solving===		===Decision-making and Problem-solving===

Larsoleh: /* The similarities between managers and leaders */

2023-05-06T06:59:44Z

The similarities between managers and leaders

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	==The similarities between managers and leaders==		==The similarities between managers and leaders==

	The ~~understanding of the~~ distinctions between the roles and responsibilities of leaders and managers ~~is clear~~ now. However, the two positions have ~~a common area~~ of duties, skills, and traits. While leaders and managers have distinct roles, their shared responsibilities are essential for success in today's business landscape. The following chapters will highlight the similarities in some of the most critical areas: Communication, decision-making and problem-solving, and emotional intelligence.		The distinctions between the roles and responsibilities of leaders and managers have been illustrated now. However, the two positions also have similarities in conformity of duties, skills, and traits. While leaders and managers have distinct roles, their shared responsibilities are essential for success in today's business landscape. The following chapters will highlight the similarities in some of the most critical areas: Communication, decision-making and problem-solving, and emotional intelligence.

	===Communication===		===Communication===

Larsoleh: /* Vision */

2023-05-06T06:57:46Z

Vision

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	However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>		However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>

	In contrast, ''managers'' are responsible for executing plans to meet the company's goals. <ref name="MoreEffective"/> For example, the Finance Manager handles budgeting, while the Administrative Manager oversees human ~~resourceg~~ and corporate structuring. The department managers must work together to achieve the company's objectives.<ref name="LMMain"/> While leaders focus on ~~communicating~~ the ~~vision, mission, and plans to the workforce~~, managers ~~keep~~ employees ~~aligned~~ with the company's central goals and values.<ref name="MoreEffective"/>		In contrast, ''managers'' are responsible for executing plans to meet the company's goals. <ref name="MoreEffective"/> For example, the Finance Manager handles budgeting, while the Administrative Manager oversees human resources and corporate structuring. The department managers must work together to achieve the company's objectives.<ref name="LMMain"/> While leaders focus on the long-term, managers align employees with the company's central goals and values.<ref name="MoreEffective"/>

	==The similarities between managers and leaders==		==The similarities between managers and leaders==

Larsoleh: /* Vision */

2023-05-06T06:55:24Z

Vision

← Older revision		Revision as of 06:55, 6 May 2023
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	However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>		However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>

	In contrast, ''managers'' are responsible for executing plans to meet the company's goals. <ref name="MoreEffective"/> For example, the Finance Manager handles budgeting, while the Administrative Manager oversees ~~staffing~~ and corporate structuring. The department managers must work together to achieve the company's objectives.<ref name="LMMain"/> While leaders focus on communicating the vision, mission, and plans to the workforce, managers keep employees aligned with the company's central goals and values.<ref name="MoreEffective"/>		In contrast, ''managers'' are responsible for executing plans to meet the company's goals. <ref name="MoreEffective"/> For example, the Finance Manager handles budgeting, while the Administrative Manager oversees human resourceg and corporate structuring. The department managers must work together to achieve the company's objectives.<ref name="LMMain"/> While leaders focus on communicating the vision, mission, and plans to the workforce, managers keep employees aligned with the company's central goals and values.<ref name="MoreEffective"/>

	==The similarities between managers and leaders==		==The similarities between managers and leaders==

Larsoleh: /* Vision */

2023-05-06T06:54:18Z

Vision

← Older revision		Revision as of 06:54, 6 May 2023
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	===Vision===		===Vision===
	''Leaders'' typically clearly understand where they want their organizations to be in the next five or ten years. They recognize that they are only partially responsible for realizing their vision. <ref name="LMMain"/> ~~They~~ communicate openly about the company's goals, prospects, and challenges to build trust and foster a supportive work environment. Doing so encourages employees to share their ideas, needs, and concerns, leading to a more engaged workforce. <ref name="LMMain"/><ref name="Book2"/>		''Leaders'' typically clearly understand where they want their organizations to be in the next five or ten years. They recognize that they are only partially responsible for realizing their vision. <ref name="LMMain"/> Furthermore, they communicate openly about the company's goals, prospects, and challenges to build trust and foster a supportive work environment. Doing so encourages employees to share their ideas, needs, and concerns, leading to a more engaged workforce. <ref name="LMMain"/><ref name="Book2"/>
	However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>		However, a leader's vision is only meaningful if they can communicate it to their employees. <ref name="Book2"/> Therefore, leaders must inspire and motivate their staff to achieve the company's vision. The purpose is a critical driver of staff loyalty and engagement, so leaders must ensure that employees' work and personal values are aligned with the company's objectives. <ref name="LM1"/>

Larsoleh: /* Focus */

2023-05-06T06:52:38Z

Focus

← Older revision		Revision as of 06:52, 6 May 2023
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	===Focus===		===Focus===
	''Leaders'' focus on discovering ways to support and inspire their employees, ~~mobilizing~~ them to execute a		''Leaders'' focus on discovering ways to support and inspire their employees, mobilising them to execute a
	series of distinct and collective undertakings. They pursue vital company initiatives, present new ideas, and drive change to an avant-garde mindset. <ref name="LMMain"/><ref name="MoreEffective"/> Leaders communicate in a high-level yet empathetic way and trigger positive, slow changes by empowering workers to work towards common goals. <ref name="Book2"/> Their job is to sustain the firm culture's core business values and mindset through their actions, genuine interaction, and choices, influencing how workers ~~take~~ and abide by that culture. <ref name="LMMain"/>		series of distinct and collective undertakings. They pursue vital company initiatives, present new ideas, and drive change to an avant-garde mindset. <ref name="LMMain"/><ref name="MoreEffective"/> Leaders communicate in a high-level yet empathetic way and trigger positive, slow changes by empowering workers to work towards common goals. <ref name="Book2"/> Their job is to sustain the firm culture's core business values and mindset through their actions, genuine interaction, and choices, influencing how workers adapt and abide by that culture. <ref name="LMMain"/>

	''Managers'' direct, maintain, and ~~center~~ their efforts on the process and structure of carrying out tasks, pursuing the firm's goals through ~~synchronized~~ actions.<ref name="LMMain"/><ref name="MoreEffective"/> Their main work is to safeguard that workers in different roles with different accountabilities work productively while feeling that they can ~~realize~~ the objective. They continuously monitor the outcome by controlling workers and providing needed information, techniques, and tools to succeed correctly.<ref name="Book2"/> However, some managers may need help understanding the reason for the change and may not even be aware of the change happening in ~~worse~~ scenarios. <ref name="LMMain"/>		''Managers'' direct, maintain, and centre their efforts on the process and structure of carrying out tasks, pursuing the firm's goals through synchronised actions.<ref name="LMMain"/><ref name="MoreEffective"/> Their main work is to safeguard that workers in different roles with different accountabilities work productively while feeling that they can realise the objective. They continuously monitor the outcome by controlling workers and providing needed information, techniques, and tools to succeed correctly.<ref name="Book2"/> However, some managers may need help understanding the reason for the change themself and may not even be aware of the change happening in the organisation in the worst scenarios. <ref name="LMMain"/>

	Leaders and managers should work together to sustain the firm culture's core business values and mindset and achieve the company's goals. Two-way communication should be established among workers, managers, and leaders, and managers should adequately understand the reason for the change to reinforce change communication messages. With efficient interaction and continuous feedback, leaders can inspire and ~~energize~~ their workforce, catch their fans' attention, and motivate them to follow necessary ~~organizational~~ plans, impacting employee engagement positively. Meanwhile, managers control workers, provide needed information, techniques, and tools to properly succeed, and direct their employees towards adjusting to the company culture shaped by the leader. <ref name="LMMain"/>		Leaders and managers should work together to sustain the firm culture's core business values and mindset and achieve the company's goals. Two-way communication should be established among workers, managers, and leaders, and managers should adequately understand the reason for the change to reinforce change communication messages. With efficient interaction and continuous feedback, leaders can inspire and energise their workforce, catch their fans' attention, and motivate them to follow necessary organisational plans, impacting employee engagement positively. Meanwhile, managers control workers, provide needed information, techniques, and tools to properly succeed, and direct their employees towards adjusting to the company culture shaped by the leader. <ref name="LMMain"/>

	===Vision===		===Vision===

Larsoleh: /* The difference between managers and leaders */

2023-05-06T06:48:25Z

The difference between managers and leaders

← Older revision		Revision as of 06:48, 6 May 2023
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	''Management'' is defined as guiding and directing individuals who may need to be more motivated or are misdirected toward common goals and strategies.		''Management'' is defined as guiding and directing individuals who may need to be more motivated or are misdirected toward common goals and strategies.
	While leaders define the vision and strategy, managers plan and execute tasks to achieve the goals.<ref name="LMMain"/>		While leaders define the vision and strategy, managers plan and execute tasks to achieve the goals.<ref name="LMMain"/>
	The keywords of ''management'' are organizing, planning, budgeting, nationality, control, and risk~~-averse~~. <ref name="Book2"/>		The keywords of ''management'' are organizing, planning, budgeting, nationality, control, and risk aversion. <ref name="Book2"/>

	It is important to note that a manager in an organizational chart may sit atop the hierarchy, while individuals can lead without holding a managerial position. <ref name="LMMain"/> <ref name="MoreEffective"/> Not all managers are influential leaders and may be appointed for the role based on their technical knowledge and expertise.<ref name="LMMain"/> Leaders at any position in the hierarchy have naturally gained followers willing to support them in reaching the vision.<ref name="LM2"/> <ref name="Book2"/>		It is important to note that a manager in an organizational chart may sit atop the hierarchy, while individuals can lead without holding a managerial position. <ref name="LMMain"/> <ref name="MoreEffective"/> Not all managers are influential leaders and may be appointed for the role based on their technical knowledge and expertise.<ref name="LMMain"/> Leaders at any position in the hierarchy have naturally gained followers willing to support them in reaching the vision.<ref name="LM2"/> <ref name="Book2"/>
	Overall, 80% of organizations ~~consider~~ leadership ~~a high priority~~, while just 41% meet the demand to find and develop leadership talents. <ref name="MoreEffective"/> Understanding the differences in two main areas: Focus, and vision, will give a more precise overview.		Overall, 80% of organizations prioritise leadership, while just 41% meet the demand to find and develop leadership talents. <ref name="MoreEffective"/> Understanding the differences in two main areas: Focus, and vision, will give a more precise overview.

	===Focus===		===Focus===

← Older revision		Revision as of 07:27, 6 May 2023
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	==Leadership style as a success factor in project management?==		==Leadership style as a success factor in project management?==

	The leadership style of project managers has been a widely discussed topic in the last few years~~. Also~~, ~~in connection with~~ the ~~leader~~ and manager qualities in an organisation. This section will clarify the critical success factors of project management. ~~Further~~, investigations ~~into~~ different leadership styles in project management ~~are connected~~ where the term project manager is a comprehensive statement including many areas.		The leadership style of project managers has been a widely discussed topic in the last few years, also related to the leadership and manager qualities in an organisation. This section will clarify the critical success factors of project management. Furthermore, it connects investigations of different leadership styles in project management where the term project manager is a comprehensive statement including many areas.

	The effectiveness of a particular leadership style in project management depends on factors such as the project's nature, cultural environment, and team members' personalities. <ref name="IM2012"/> The project leader requires good communication and time management skills. The project leader's role can be expressed as connecting the information of various stakeholders, motivating team members, aiming to meet project goals, and reducing costs. <ref name="RM2005"/> The project managers' leadership style can be described as both transformational and transactional. <ref name="Bass"/>		The effectiveness of a particular leadership style in project management depends on factors such as the project's nature, cultural environment, and team members' personalities. <ref name="IM2012"/> The project leader requires good communication and time management skills. The project leader's role can be expressed as connecting the information of various stakeholders, motivating team members, aiming to meet project goals, and reducing costs. <ref name="RM2005"/> The project managers' leadership style can be described as both transformational and transactional. <ref name="Bass"/>
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	Transformational leadership keywords: Charisma (Vision and sense of mission), inspiration, intellectual stimulation & individual considerations <ref name="Bass"/>		Transformational leadership keywords: Charisma (Vision and sense of mission), inspiration, intellectual stimulation & individual considerations <ref name="Bass"/>

	The transactional leadership style is based on transactions or exchanges between managers and employees. Managers define the tasks to be accomplished and what rewards or penalties will be given based on whether employees fulfil their requirements. Managers rely on the promise of rewards or avoiding penalties to motivate employees. <ref name="IA2019"/> <ref name="Bass"/> This style can effectively accomplish tasks. Still, it may lead to mediocrity if the manager relies heavily on passive management by exception, intervening with the group only when procedures and standards are not met. The effectiveness of transactional leadership depends on the leader's control of rewards or penalties and whether employees ~~want~~ the rewards or fear the penalties. <ref name="Bass"/>		The transactional leadership style is based on transactions or exchanges between managers and employees. Managers define the tasks to be accomplished and what rewards or penalties will be given based on whether employees fulfil their requirements. Managers rely on the promise of rewards or avoiding penalties to motivate employees. <ref name="IA2019"/> <ref name="Bass"/> This style can effectively accomplish tasks. Still, it may lead to mediocrity if the manager relies heavily on passive management by exception, intervening with the group only when procedures and standards are not met. The effectiveness of transactional leadership depends on the leader's control of rewards or penalties and whether employees disire the rewards or fear the penalties. <ref name="Bass"/>

	Transactional leadership keywords: Contingent reward, management by exception, Task-oriented & reward penalty-based system <ref name="Bass"/>		Transactional leadership keywords: Contingent reward, management by exception, Task-oriented & reward penalty-based system <ref name="Bass"/>
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	===Leadership style and project success===		===Leadership style and project success===

	The leadership style is crucial for the success of a project; based on the two project success criteria, the project is technically correct, performed as intended and meets client expectations. <ref name="IA2019"/> Additional leadership style, personality, competencies, and attitudes toward customers and team members are essential to project success. <ref name="IA2019"/> Also, empowering transformational and managerial leadership styles is more effective in achieving project success. <ref name="IA2019"/>		The leadership style is crucial for the success of a project; based on the two project success criteria, the project is technically correct when it is, performed as intended and meets client expectations. <ref name="IA2019"/> Additional leadership style, personality, competencies, and attitudes toward customers and team members are essential to project success. <ref name="IA2019"/> Also, empowering transformational and managerial leadership styles is more effective in achieving project success. <ref name="IA2019"/>

	For project management, the theoretical implications require more transformational leadership styles in complex projects and more transactional leadership styles in relatively simple products. <ref name="RM2010"/>Creating a link to managers and leaders ~~indicated~~ that leaders are more suitable for complex projects focusing on vision and long-term goals, while managers are adequate for simple projects with executive activities. Project managers lead the most successful complex projects with strong competencies in the Fifteen leadership competencies. But not only is the manager different from project to project, but different skills are also required, ~~dependent~~ on the different types of projects. Before assigning a project manager to a project, the different requirements of the project and the accordingly essential project management skills should be considered. <ref name="HIGGS"/> <ref name="RM2010"/>		For project management, the theoretical implications require more transformational leadership styles in complex projects and more transactional leadership styles in relatively simple products. <ref name="RM2010"/>Creating a link to managers and leaders indicates that leaders are more suitable for complex projects focusing on vision and long-term goals, while managers are adequate for simple projects with executive activities. Project managers lead the most successful complex projects with strong competencies in the Fifteen leadership competencies. But not only is the manager different from project to project, but different skills are also required, depending on the different types of projects. Before assigning a project manager to a project, the different requirements of the project and the accordingly essential project management skills should be considered. <ref name="HIGGS"/> <ref name="RM2010"/>
	~~Also~~, the emotional intelligence skills of the project manager have a strong ~~relationship~~ with project success. This is also in line with the theory of Goleman, the higher in the organisation's hierarchy, the higher emotional intelligence is required. <ref name="RM2010"/> Emotional intelligence and organisational support are essential for leaders to demonstrate transformational leadership capabilities. <ref name="IA2019"/> Leadership's soft skills must be honed and executed correctly for leaders to reach their full potential. <ref name="IA2019"/>		Furthermore, the emotional intelligence skills of the project manager have a strong dependency with project success. This is also in line with the theory of Goleman, the higher in the organisation's hierarchy, the higher emotional intelligence is required. <ref name="RM2010"/> Emotional intelligence and organisational support are essential for leaders to demonstrate transformational leadership capabilities. <ref name="IA2019"/> Leadership's soft skills must be honed and executed correctly for leaders to reach their full potential. <ref name="IA2019"/>

	But not only the project and project manager can differ from project to project, but also the project team can vary widely in terms of business skills and techniques. For the successful execution of the project, the project manager should be both a manager and a leader. <ref name="IM2012"/>		But not only the project and project manager can differ from project to project, but also the project team can vary widely in terms of business skills and techniques. For the successful execution of the project, the project manager should be both a manager and a leader. <ref name="IM2012"/>

	~~In common among all~~ the studies across the paper Leadership Competency is that different leadership competencies are related to different contents of leadership success. <ref name="RM2010"/> This is also in line with the worldwide web-based questionary that resulted in different leadership competencies required for different project types. <ref name="RM2010"/> Where the competence of managers and leaders directly impacts organisational performance. <ref name="RM2005"/>		All the studies across the paper Leadership Competency have in common that different leadership competencies are related to different contents of leadership success. <ref name="RM2010"/> This is also in line with the worldwide web-based questionary that resulted in different leadership competencies required for different project types. <ref name="RM2010"/> Where the competence of managers and leaders directly impacts organisational performance. <ref name="RM2005"/>
	Overall, all projects' most eligible leadership success factors are critical thinking, influence, motivation, and conscientiousness. <ref name="RM2010"/>		Overall, all projects' most eligible leadership success factors are critical thinking, influence, motivation, and conscientiousness. <ref name="RM2010"/>