Publisher's Synopsis
Project managers with effective leadership styles are an exclusive contributor to the success of a software project. Existing literature reveals the existence of the gap with respect to whether successful attainment of organizational objectives is mainly determined by the quality of relationship that exists between the project manager and his team members. It also emphasises the dearth of research focusing on significant leadership style in software project management domain. The purpose of this book was to investigate the differences in leadership styles (transformational, transactional, passive/avoidant and technical) of project managers of successful projects as perceived by their subordinates and to explore the relationship between integrated leadership styles of software project managers and the leadership outcomes, like: project team members' willingness to exert extra effort, project manager's effectiveness and satisfaction with their project manager.
