Lex localis - Journal of Local Self-Government_11(1)_January

352 L EX LOCALIS - J OURNAL OF L OCAL S ELF -G OVERNMENT H. Wanivenhaus, J. Kovač, A. Žnidaršič & I. Vrečko: Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development and often-selected elements with high potential and influence, according to project managers, for the more effective execution of construction projects. This cognition is in line with findings of Müller & Turner (2010), who showed that project managers’ motivational capabilities and use of communication in project teams positively correlate with project success across all types of projects and that the impact increases with the level of interaction needed. The authors highlighted, among others, construction projects, so our findings further confirm their conclusions for the public sector. Our findings show that project managers and other project stakeholders in the public sector, which has a relatively high organizational project management maturity, have started to see projects in different ways—namely, not only as tools for reaching particular goals, but also from sociological aspects in nature and sensitive aspects in context as they ae concerned with people, their effective performance, and team behavior (similar to the discussion of projects by Ingason & Shepherd, 2014). This brings us closer to the project leadership’s questions of important, but often neglected views in project management. Many authors have recently highlighted the importance of project leadership. Bennis & Nanus (1985:21-23) pointed out the significant differences between project management and project leadership: “To manage means to bring about, to accomplish, to have responsibility for, to conduct; while leading is influencing, guiding in direction, course, action and opinion.” Sustainable success in a management position require both management and leadership competence as “with being good at applying the tools and techniques, one can achieve moderate success, but to be truly effective as a project manager you need to be a good leader as well” (Müller & Turner, 2010: 3). Obviously, project managers of Vienna’s construction projects have started to follow that road. Similar research should be carried out in the wider public sector environment in the future, both in highly competitive as well as in non-so competitive environment. Vienna’s City Administration with its high organizational project management maturity proved to be appropriate case for analyzing state-of-the-art project management critical success factors in highly competitive public sector environment. Questions remain open whether similar results would be achieved in less developed and in less competitive public sector environments.