The purpose of this qualitative study was to determine the most important leadership and managerial behaviors for successful male project managers and to ascertain the frequency with which these behaviors are practiced in the IT industry. Twenty-one project managers were recruited at various PMI meetings in the Washington metro area. Each participant was asked multiple open-ended questions relating to successful leadership in recent projects they had managed in the IT industry. Interview transcripts were coded and analyzed using qualitative research analysis software (NVivo). Analysis of the data collected for this study indicated reinforcement of the use of successful leadership behavior by male project managers in the 12 areas of the hierarchical taxonomy with three metacategories of task, relations, and change behaviors. The areas of clarifying roles, monitoring operations, short-term planning, consulting, supporting, recognizing, developing, empowering, envisaging change, taking risks for change, encouraging innovative thinking, and external monitoring supported the successful leadership behaviors expressed by the male project managers. The findings indicated that male project managers in the IT industry were more task- and change-oriented and that more of the relationship behaviors may be needed. Recommendation from the study indicated that soft skills be added to all trainings for project managers in the IT industry.
|Subjects||Management; Information technology; Organizational behavior|
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