Oftentimes it is said that the success of a project greatly depends on the type of leadership involved. Project accomplishment measures traditionally have been defined as cost, time and scope. However, project leadership forms the essential element that perhaps need to be considered first when undertaking a project. The project management plan should be drawn based on the leadership capabilities of the project manager, key considerations and dedication of project resources to the effort. This paper examines the process of leadership when leading the project teams, causes of variances in project execution and discuss the relevant steps that should be taken by the project manager as well as the project team account for the variations.

Project leadership involves the steps and actions taken by the manager to ensure that the team completes the project. The project manager leads the team members towards accomplishing the proposed project. But of course, the process of leadership is much more than that. It involves setting up desirable standards to something done effectively through others.  The project manager is expected to place more emphasis on the team as opposed to the tactical management of tasks. Generally, project leadership requires the project managers to possess essential skills in both management and leadership to deliver successfully (Turner, 2014).

When setting up plans for project execution, the project leader is required to address some issues concerning the availability of resources and time allocated. In some situations, there are possibilities that the project may fail to go the expected way; as a result, the cost will increase and the allocated time might be less compared to the initial plan for the project. The variations in the project plan are caused by bad planning for the project schedule to specify what should be done and the time to be completed.  As pointed out by Burke (2013), the project leader should work to please the client, the management and project itself to keep the political fire under control.

In the scenario given, the project was expected to be completed within two years and to cost $500,000. However, the process of project execution delayed as a result of some reluctances. For instance, the primary cause for the delays was attributed to the permit and county inspection processes, and this led to the postponement of activities that had been scheduled for that specific time. The allowed time for the project was two years, according to Kerzner (2013), the time allocated for the project include the time that would be taken by the relevant authorities to process the permits and give the legal document to verify the commencement of the project. The following project schedule shows the activity, time and cost to be accomplished within two years, and this gives a clear view of what would have gone wrong during the project.

 
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