Kaye Remington has wide ranging experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years' project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. She is author of the highly acclaimed Tools for Complex Projects, also published by Gower.

'Dr Remington has again produced a publication that looks at aspects of complex projects that most Project Managers tend to either take for granted, or overlook, the significance of a successful complex project. This aspect is the fundamental of human relationship and the role that project leadership and personality interaction has in the project delivery process. In her publication, Dr Remington has interviewed a number of leading Project Managers to assess their appreciation of the importance and the role that is required or needed in successful project delivery, and her findings are of interest as they address the difficult and often ignored aspects of good project leadership and management. I recommend this book as fundamental reading for those who wish to be acknowledged as future project leaders, it provides an insight into the importance of sensitivity and earning respect from your project team.' Brian R Kooyman, Director of Global Business, Tracey Brunstrom &Hammond Group

• Introduction: Leadership for Complex Projects; 1: What Good Leadership Does When Projects Are Complex; 1: Comprehend Complexity; 2: Communicate, Communicate, Communicate; 3: Cultivate Effective Teams from Project Teams to Executive Board; 4: Employ Portfolio-programme Thinking; 5: Challenge Through Innovation; 6: Think About Thinking; 7: Consider Culture; 8: Exercise Political Skill; 9: Pilot Projects Through Crises; 2: What Good Leadership Needs When Projects Are Complex; 10: Governance That Matches the Complexity; 11: Authority Over Key Roles; 12: Partners for Peace; 3: How Good Leadership Behaves When Projects Are Complex; 13: As Humble Iconoclasts; 14: With Charisma, Resilience, Determination and Courage

Kaye Remington has wide ranging experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years' project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. She is author of the highly acclaimed Tools for Complex Projects, also published by Gower.

'Dr Remington has again produced a publication that looks at aspects of complex projects that most Project Managers tend to either take for granted, or overlook, the significance of a successful complex project. This aspect is the fundamental of human relationship and the role that project leadership and personality interaction has in the project delivery process. In her publication, Dr Remington has interviewed a number of leading Project Managers to assess their appreciation of the importance and the role that is required or needed in successful project delivery, and her findings are of interest as they address the difficult and often ignored aspects of good project leadership and management. I recommend this book as fundamental reading for those who wish to be acknowledged as future project leaders, it provides an insight into the importance of sensitivity and earning respect from your project team.' Brian R Kooyman, Director of Global Business, Tracey Brunstrom &Hammond Group

• Introduction: Leadership for Complex Projects; 1: What Good Leadership Does When Projects Are Complex; 1: Comprehend Complexity; 2: Communicate, Communicate, Communicate; 3: Cultivate Effective Teams from Project Teams to Executive Board; 4: Employ Portfolio-programme Thinking; 5: Challenge Through Innovation; 6: Think About Thinking; 7: Consider Culture; 8: Exercise Political Skill; 9: Pilot Projects Through Crises; 2: What Good Leadership Needs When Projects Are Complex; 10: Governance That Matches the Complexity; 11: Authority Over Key Roles; 12: Partners for Peace; 3: How Good Leadership Behaves When Projects Are Complex; 13: As Humble Iconoclasts; 14: With Charisma, Resilience, Determination and Courage

Kaye Remington has wide ranging experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years' project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. She is author of the highly acclaimed Tools for Complex Projects, also published by Gower.

'Dr Remington has again produced a publication that looks at aspects of complex projects that most Project Managers tend to either take for granted, or overlook, the significance of a successful complex project. This aspect is the fundamental of human relationship and the role that project leadership and personality interaction has in the project delivery process. In her publication, Dr Remington has interviewed a number of leading Project Managers to assess their appreciation of the importance and the role that is required or needed in successful project delivery, and her findings are of interest as they address the difficult and often ignored aspects of good project leadership and management. I recommend this book as fundamental reading for those who wish to be acknowledged as future project leaders, it provides an insight into the importance of sensitivity and earning respect from your project team.' Brian R Kooyman, Director of Global Business, Tracey Brunstrom &Hammond Group

• Introduction: Leadership for Complex Projects; 1: What Good Leadership Does When Projects Are Complex; 1: Comprehend Complexity; 2: Communicate, Communicate, Communicate; 3: Cultivate Effective Teams from Project Teams to Executive Board; 4: Employ Portfolio-programme Thinking; 5: Challenge Through Innovation; 6: Think About Thinking; 7: Consider Culture; 8: Exercise Political Skill; 9: Pilot Projects Through Crises; 2: What Good Leadership Needs When Projects Are Complex; 10: Governance That Matches the Complexity; 11: Authority Over Key Roles; 12: Partners for Peace; 3: How Good Leadership Behaves When Projects Are Complex; 13: As Humble Iconoclasts; 14: With Charisma, Resilience, Determination and Courage