ABSTRACT
This introduction presents an overview of key concepts discussed in the subsequent chapters of this book. The book examines how complexity and uncertainty impact project leadership and how successful project leaders have handled complexity. It aims to provide a practical guide for everyone concerned with project leadership, from project manager to executive sponsor, from team leader to end user, owner, client and specialist consultant. Evidence from research and practice indicates that leadership for these so-called complex projects differs considerably from leadership that works for functional operations or simple projects or projects with more stable contexts. Effective leadership depends upon the good will and capability of all the parties involved with the project but it will only work if the organisational structures are there to support. Another widely held belief is that leaders should seek to minimise conflict. Directing progress through influencing others is also considered by many to be an important role in leadership.
