Prasetyo Nugroho 291 10 410 Leadership competency profiles of successful project managers Traditionally project management is understood as using

the right tools and techniques for being successful, regardless of a project managers match of personality with project type (PMI, 2004). Differences by project type were accounted for through categorization of projects by their application type (engineering & construction, information & telecommunication technology, organizational change), complexity (low, medium, high), importance (mandatory, renewal, repositioning), and contract type (fixed price, remeasurement, alliance). There are three leadership styles: goal oriented, involving, and engaging leadership. Mller and Turner (2007) identified the correlations between success and project managers leadership competences, using the Leadership Development Questionnaire (LDQ) and a composite measure of project success. The results of this research support the hypothesis that project manager leadership competency profiles differ in some project types in order to be successful. Results indicate high expressions of one IQ sub-dimension (i.e. critical thinking) and three EQ sub-dimensions (i.e. influence, motivation, and conscientiousness) in successful managers in all type of projects. The implications of the results are leadership competencies should be taken into account when assigning project managers to projects and project manager training and development should focus not only on technical and management skills, but also on development of leadership competencies. Developing the project managers leadership styles towards these target profiles will contribute to better project results and personal success of the individuals. The writers suggest organizations to adopt a five step process: 1. Recognize the types of project the organization undertakes, and the appropriate leadership styles for your types of projects 2. Assess the leadership styles of the project managers, tools such LDQ can be used 3. Develop these leadership areas in accordance with the projects leadership profile of successful managers, through training and experience 4. Where the organization undertakes several types of project, then the profiles of individual project managers needs to be maintained centrally and appropriate project managers chosen when projects are resourced 5. Value your project managers