Abstract
As organisations increasingly rely on information systems (ISs) to drive innovation and competitiveness, the successful management of IS projects has become a critical imperative. This research study delves into the intricate dynamics of IS project management (PM), with a specific focus on the roles of leadership and communication in addressing complexities and shaping project outcomes. The study recognises the project manager as the linchpin of IS project success, emphasising the significance of their leadership style and communication skills in guiding project teams and stakeholders. Through an extensive analysis of the literature and empirical data the study unveils key insights that different leadership styles such as transformational, situational and transactional leadership impact team motivation, collaboration and the ability to resolve challenges.
Additionally, effective communication strategies, characterised by clarity, transparency and stakeholder engagement, ensure a shared understanding among project participants. These strategies also play a crucial role in documentation, knowledge transfer and risk management. Moreover, leadership and communication complexities encompass challenges such as team dynamics, conflict resolution, changes in project scope, language barriers and information overload. These complexities can significantly impact IS project performance and necessitate adaptive leadership and effective communication.
The objective of the study was to explore the project manager’s leadership and communication complexities and how they impact IS project performance. To achieve this, a qualitative research methodology was employed. Semi structured interviews were conducted for data gathering. The target population for this research comprised of 13 professionals who had first-hand knowledge of and participation in the execution of IS projects and who were highly regarded and had delivered major projects successfully. Moreover, a purposive sampling strategy was applied to ensure representative insights.
The research introduces a structured framework that highlights the interplay between leadership and communication complexities directly influencing IS project performance. The framework offers a holistic view of IS project management, empowering Project managers, teams, organisations, stakeholders, academics and policymakers to enhance PM practices, align stakeholder expectations and inform regulatory guidelines.
However, the study acknowledges the limitations of a generalised framework and calls for context-specific adaptations to real-world IS projects. By recognising the central role of leadership and communication in addressing complexities, stakeholders can navigate the intricacies of IS projects more effectively and contribute to the broader success of IS and individual projects in the digital era.
Keywords: Leadership, Communication, Complexities, Project manager, Information systems, Project performance