ABSTRACT
This chapter provides a model of competence, and reviews how thinkers on leadership over the last 80 years have investigated the different components of the model. It examines several perspectives of leadership, and shows what has been written in a general management context, but also how these perspectives have been reflected in writings on project management. The integrated model attempts to identify the traits, behaviours and emotional competencies of effective leaders, and then develop profiles for different types of leaders and the way they perform. It also attempts to identify different profiles appropriate in different circumstances. Davidson Frame and Rodney Turner have suggested four styles of project leaders, depending on the extent they involve the team in decision-making, in decision-taking, and how flexible they are.
