Leadership style of project managers in Tunisia after revolution

Zusatztext

The interest towards project management is interestingly growing especially after the massive changes in the market circumstances. In order to grow and remain competitive, companies believe that project management is the ultimate solution in facing crisis. However, there is scant research about project management in general and the project manager in the Tunisian context. The present research paper aims to fill in this gap and shape the profile of the project manager, dig beneath his role and competences and analyze his leadership style especially after revolution. Thus, we will be adopting an exploratory qualitative research. We will be studying the case of a Multinational Project Based Organization operating in Tunisia. We have conducted 11 interviews for all the project managers in the company and 12 interviews among the employees. The conclusions of this research confirm an important role for the project manager in the company. Although transformational leadership was not confirmed, perceptions of managers were different from those of the employees. The revolution did not seem to have impacted his leadership style.

Autorenportrait

Labidi Sarah, a management PhD student, specialized in the study of project teams within ESSEC Tunisia, teaching strategic management at Tunis Business School.

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