ABSTRACT
This chapter looks at the reality of project leadership finding out the project leader having to balance both the managerial and leadership elements of their role. It explores how the emotionally competent project leaders can build relationships with the project team and project stakeholders. Project team members need to trust that each other is competent and that they will give each other due recognition for their contributions to the project. Identifying potential stakeholders is primarily a managerial dimension. The chapter examines how to develop a communication strategy with the general stakeholders and with a very specific and key stakeholder, the project sponsor. The stakeholders all have different success criteria for the project. As the project progresses, monitoring the reactions of stakeholders is part of the control process. Things managers do that cause conflict mainly arise through a failure to communicate properly with the stakeholders.
