The Untapped Leadership Potential of Engineers in Project Management

Abstract

Building on previous research that highlighted the gap between engineering management and project management, this study explores the underutilized leadership role of engineers within project teams. While engineers are deeply involved in technical execution, they are often excluded from strategic and decision-making positions—a disconnect that can negatively impact both project direction and technical quality. Through a review of literature and industry practices, the study identifies structural and cultural barriers limiting their leadership involvement. It argues for greater recognition of engineers as capable leaders, emphasizing that enabling their leadership can improve collaboration, foster innovation, and enhance the overall performance of engineering projects.