Project managers' perspective as leaders: The Somalia-Mogadishu case

This paper analyses Project Managers' Perspectives as Leaders in the Somalia-Mogadishu Case (Mogadishu) taking the construction sector as an example. To determine the impact of leadership on project outcomes, the study investigated four dimensions: leadership skills, experience, control, and style. The results indicate that leadership makes a defining element in project success particularly in turbulent and resource-limited situations. Leadership competencies that were identified to enhance team cohesion, reduce delays, promote the safety practice, and foster trust among the stakeholders were strong leadership skills such as communication, decision-making skills, problem-solving, emotional intelligence and conflict resolution. The experience in leadership was also very important because experienced leaders were more resilient, flexible and capable of predicting risks and addressing them as they happen. Also, leadership control was found to be necessary in terms of accountability and effectiveness using structured oversight, open resource utilization, and crisis preparedness to minimize cost overruns and delays. Lastly, leadership style was also an important factor: transformational and participative leadership styles promoted motivation, inclusiveness, and creativity, whereas a directive leadership style was needed in times of crisis and emergencies, as well as urgent project cycles. On the whole, the paper comes to the conclusion that leadership plays a critical role in project performance of construction industry in Somalia. The combination of skills, experience, control, and style also has a positive impact on timeliness, cost-effectiveness, quality, sustainability, and stakeholder satisfaction. It is not that technical proficiency is not important in this context of leadership but that it takes interpersonal skills, experience, organized management, and cultural flexibility.