Project Management Leadership – Pilot Update

Arras People are currently running a pilot with Goldsmiths College, London and Global Project Leaders Ltd to find out if the Project Leadership Questionnaire (PLQ) is a reliable tool for assessing leadership in the field of Project Management.

The aim of the pilot is to collate 1,000 responses from UK-based practitioners in order to quantify their most important asset and compare these results across key indicators such as role, sector and professional experience.

The test covers seven aspects of project leadership (pragmatism, creativity, positive intolerance, group orientation, stability, communication, motivation) and test is available free of charge though the Arras People web site for the duration of the pilot.

Current responses profiled by Role and Sector;


Some headlines from Arras pilot data:


Sector specific

  • Public sector project leaders score highest overall, are most motivated and communicate the best
  • Public sector assessments also appear slightly below average on the “cheat” test with low deviation and so the results look trustworthy
  • Project leaders in education are bringing up the rear, closely followed by those in not-for-profit and telecommunications
  • However, those in not-for-profit and education score lowest on the “social desirability” scale, hence not appearing to be inflating their responses
  • Consultants are the most assertive and pragmatic
  • Construction project leaders are more creative and score low on the social desirability scale
  • Project leaders in financial services have the highest group orientation and also one of the lowest social desirability scores
  • Project leaders in healthcare are the most stable under pressure


Role specific

  • Project support workers are the most pragmatic
  • Project consultants appear to be the most creative
  • Project leaders in change management score highest in 5 of the 7 facets, by far the most consistently high scoring cohort, project, programme managers and consultants come a close second
  • However, project managers in change management appear most likely to put a positive slant on their self-assessments
  • Programme managers score lowest on pragmatism
  • PMO are the least creative
  • PMO and Support score lowest under pressure and on motivation
  • Project consultants value group working least of all role cohorts
  • Consultant project managers are also less inclined to “fake good” in completing the test
  • Project support respondents score lowest in total on leadership dimensions


Contributor feedback

  • 95% of respondents saw the questions asked as being highly relevant to project leadership
  • 86 % of respondents felt the number of questions asked was just right
  • 80% of respondents felt the 7 facets are a good representation of project leadership personality traits
  • 90% of respondents saw value in taking the test and the personalised report they received


The pilot is still open to project management practitioners and can be found on the Arras People web site or by following the link




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