Project Management and Employer Toxic Leadership: Implications for Managing a Road Improvement Project in Nepal

Prof Dr Paul James


This is a research paper that is focused on assessing the toxic leadership impacts of Project Management (Employer) on an 81Km road construction project in Nepal in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership’s impact on the project. The scope for this research was the on-site supervisory team. The targeted population of interest was made up of 13 engineers located at 2 on-site offices in the early construction phase of a road construction project. The research outcomes consisted of five (5) main themes with corresponding nineteen (19) sub-themes.

The paper addresses raised issues of toxic leadership and determines outcomes and implications for the continuing project construction management. The paper also discloses that the Project Management of the Employer has been inadequate. Another specific outcome indicates that more effective leadership training focused on utilizing and embracing contemporary project leadership developments is essential to bring the project back into alignment with the planned Contractual construction schedules.

The Employer road construction management appears to be very weak due to their low level of technical knowledge, toxic leadership style, orientation and strategies adopted for the Project Management. The Employer also appears to operate with a demonstrated lack of coherent leadership or oversight that has resulted from a Toxic Leader approach. The outcomes of the integrated analysis shows that this has negatively altered the project quality and delivery expectations. Significant changes have been recommended to address these raised toxic leadership issues.

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Journal of Management Research ISSN 1941-899X


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