Leadership competency profiles of successful project managers

By Ralf Müller, Rodney Turner. 2010

767 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d87beb3b2388b981562ee9531c057054d6c193ed

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Citations in the corpus

Human resource management practices and project success, a moderating role of Islamic Work Ethics in Pakistani project-based organizations (2015, background): “…of strategic targets through pertinent businesses thereby is relevant to products or services of the organizations, whereas the success of management is the attainment of targets related to budget, quality and relevant conventional methods for the control of the project (Müller and Turner, 2010).”
Rating defence major project success: The role of personal attributes and stakeholder relationships (2014, methodology): “According to Müller and Turner (2010), project type is defined by complexity, size, contract, culture, importance, urgency, life-cycle, budget and uniqueness.”
Linking transformational leadership and work outcomes in temporary organizations: A social identity approach (2017, background): “…the context of a project is expected to explain additional variance, aside from that which is within the context of permanent organizations, as projects' unique characteristics are not considered by general leadership research (Gundersen et al., 2012; Kissi et al., 2013; Müller and Turner, 2010).”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, background): “This is particularly the case in the context of high project complexity (Caruso and Salovey, 2004; Clarke, 2010; Joseph and Newman, 2010; Müller and Turner, 2010).”
The height leadership advantage in men and women: Testing evolutionary psychology predictions about the perceptions of tall leaders (2013, background): “General intelligence has been associated with leadership effectiveness in business (Kuncel & Hezlett, 2010; Müller & Turner, 2010; Ones, Viswesvaran, & Dilchert, 2004), politics (for an overview, see Simonton, 2006), and even among monarchs (Simonton, 2001).”
Adoption of project management practices: The impact on international development projects of non-governmental organizations (2015, background): “Finally, project success can also be determined by the leadership style and soft skills of the project manager (Müller and Turner, 2010) as well as by stakeholder management and involvement (e.”
The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective (2017, background): “He or she continuously encourages promotion of intellectual thinking among his or her followers (Feger & Thomas, 2012); as a result, he or she leaves an idealized influence on his or her followers who in turn follow him or her (Müller & Turner, 2010).”
Managing the Institutional Context for Projects (2011, background): “), can significantly influence project management behaviour and performance (APM, 2006; Müller and Turner, 2010).”
Generation Z: Fitting Project Management Soft Skills Competencies—A Mixed-Method Approach (2020, background): “One area of personal competencies that has received the most attention is leadership [6,8,18,42].”
The updated Consolidated Framework for Implementation Research based on user feedback (2022, background): “• Facilitation [67, 68] and project management [69, 70] may provide constructs relevant for Implementation Facilitators and Implementation Leads.”
Leadership performance is significant to project success or failure: a critical analysis (2012, background): “Leadership should also be a focus for professional training and development, in addition to programs for development of technical and management skills alone ( Turner and Muller, 2010”
Now, let's make it really complex (complicated): A systematic review of the complexities of projects (2011, background): “…addressed complexity in different ways, some listed attributes of complexity (e.g. Crawford, et al., 2005; Hobday, 1998; Müller and Turner, 2007; Müller and Turner, 2010), others grouped them around products, processes, technology and customer interface (Chapman and Hyland, 2004), technological…”