The effect of leadership styles on the professional development of project managers in South Africa

Leadership and professional development are crucial for organisational success in complex, resource-constrained environments. This study examines how leadership styles affect project managers' professional development at Eskom, a vital South African company that electrifies public infrastructure. This study uses leadership, human capital and project management theories to examine how leadership strategies affect competency development, professional registration readiness and career advancement in a complex and resource-limited context. Eight semi-structured interviews with project managers and departmental stakeholders, as well as an analysis of Eskom's Human Resource Development Annual Reports (2010–2020) and internal policy documents, were used to collect data for a qualitative case study. Thematic analysis identified ineffective leadership, lack of structured mentorship and training, and financial and institutional constraints on professional registration as major barriers to professional growth. Transformational and strategic leadership that emphasizes empowerment, vision and systemic thinking fosters professional development better than transactional or laissez-faire approaches. Leadership accelerates and moderates development. Although focused on Eskom's Eastern Cape operations, the findings apply to South Africa's public infrastructure sector. A novel framework for assessing leadership in professional development is presented in this study. It advises developing state-owned enterprises on aligning infrastructure delivery with inclusive growth and sustainable development.