The success of a project is often measured by matrixes such as completion within budget, timely delivery, and successful implementation of project specifications. Whereas the success is largely dependent on the management structures put in place to manage projects, leadership plays a critical role in directing the project an ensuring its successful implementation (Ferraro, 2014). Arrogance in leadership leads into jumping into conclusion, and just behavior is detrimental to the success of the project.
Egotism in leadership incapacitates the leader’s ability to create and sustain teams and teamwork in project management because it leads to low self-esteem among the team members. Consequently, such team members do not feel that their contribution is important to the overall team. As such, they withdraw from their contribution from the team substantially. It is important to note that the success of a project is largely dependent on the ability to share a vision among the team members (Juli, 2011). It is the responsibility of the leader to build a shared vision among the team members. The existence of arrogance in how they handle other stakeholders incapacitates the leader’s ability to build a shared vision among the team members and compromises the success of the project. Moreover, it makes it hard for the leader to nurture collaborations among the team members and hence hinders their ability to collaborate for the success of the project (Juli, 2011).
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Project management professionals should learn proper leadership skills and avoid any shortcomings that that hamper their service delivery while managing projects. The success matrix of evaluating project management professions is the level of success they have attained in implementing projects (Ferraro, 2014). Therefore, it is critical for them to adopt leadership styles that are beneficial to the project success.
Overall, leaders who build teams and encourage collaborations demonstrate the highest levels of project success (Ferraro, 2014). Therefore, this finding is in line with the conclusion that arrogance in leadership is detrimental to project success.
References
Ferraro, J. (2014). Leadership in Project Management: A Defining Moment. The Strategic Project Leader, 7 (1), 3-14.
Juli, T. (2011). The five-team leadership principles for project success. Paper presented at PMI Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute.
