Situational leadership theory requires the leader to be closely familiar with the intellectual and developmental level of his followers. At Omran, the project management team works primarily with multidisciplinary members who report to their respective supervisors. This limits the formal power of project management over team members. Furthermore, it limits the focus on staff skills, which ultimately influence the assessment of individual support and guidance needs (development level). For this, Omran also needs to strengthen the role of senior project manager to take the lead on the construction and design lines to clarify who the leader is and allow more control over the team and ultimately be able to focus on the diagnostic process. Additionally, project management does not contribute to project members' end-of-year evaluations. Consequently, this leads to demotivating the followers since their work on the project is not informed and therefore their influence for another project would be less, which will once again affect the style that the leader will select for these followers (for the next project)....