Projects do not succeed solely because of good planning or effective processes. Behind every success are people, trust and leadership, which help teams to work together even when circumstances change.

The success of the project

The success of a project is not assessed using individual indicators, nor is it assessed solely at the end of the project. Staying on schedule and within budget is just one aspect of success. Success is assessed on the basis of the value the project generates, for whom, and over what timeframe. This value may be financial, social, strategic or environmental, and the timeframe under consideration may be long-term.

People play a crucial role in the success of a project. A project succeeds when those involved excel in their work, are able to give their best and work together to achieve results. Digital transformation, sustainability, ethics, uncertainty and geopolitical risks are changing our understanding of success. The success of a project is not, in fact, an objective end result, but rather an interpretation that evolves over time and is tied to values. 

The success of a project can be assessed, for example, from four perspectives: 1) efficiency (time and budget), 2) value to the customer (satisfaction, functionality, quality), 3) business value (financial benefits, market position, profitability) and 4) preparedness for the future (new capabilities, technologies, learning, strategic development).

Leadership in the project

Leadership is a key factor in the success of a project, and a project’s success cannot be guaranteed by methods, processes or tools alone. Projects succeed, above all, because they are well managed, and it is ultimately people who determine whether a project succeeds. 

In practice, good results stem from team commitment, trust, communication and the project manager’s ability to influence others without formal authority. Leadership is evident in how people act in the face of uncertainty.  

Both are required; the success of a project depends on both structures (planning, control and processes) and leadership (direction, motivation, trust and influence), which reinforces the need to view leadership specifically as a human phenomenon.

Human-centred leadership is forged through everyday actions, but cannot be achieved without the right structures

Human-centred leadership is a strategic choice for an organisation. It is reflected in everyday practices: how people are treated, how decisions are made, how feedback is given, how difficult situations are handled, and what kind of interaction is valued within the organisation.  

Human-centred leadership is particularly evident in being present, listening and being approachable, all of which build trust and connection (Karvola, 2025). Empathy and compassion are reflected in a genuine interest in people and their circumstances. A sense of security and trust is built through consistent actions in everyday life.  

Human-centred leadership is also reflected in inclusiveness, open interaction and the creation of a sense of purpose. These strengthen commitment, psychological safety and the capacity for renewal. A values-based approach and accountability are particularly important in difficult situations, where leadership requires a combination of compassion and firmness.  

Humanity needs structures to flourish. It is the role of organisations to create structures and a culture that enable humane leadership even amidst the pressures of everyday life. The rigidity of organisational structures and the conflicting pressures of working life pose a challenge to humanity in day-to-day life. A sense of security, openness and leadership by example create an environment in which leaders dare to be human and imperfect. Values are reflected in the choices we make and the interactions we have.  

Only a culture in which humanity is perceived as being permitted and valued can make this a reality in practice. When structures support day-to-day management, humanity is not left to the discretion of individual line managers, but becomes a strength for the entire organisation.

Leadership develops from within

Human-centred leadership requires a determined commitment and is built on continuous learning, self-awareness and personal growth. Leadership is not merely about skills or methods, but rather the ability to reflect on one’s own actions, emotions and thinking, and to grow as a person.  

A leader who understands their own humanity and the impact they have on others is able to create clarity, trust and consistency around them. They recognise their strengths and limitations, make value-based choices and learn from their mistakes. This inner work shifts the focus of leadership towards a model where the leader not only develops themselves, but also enables the growth of others, a shared direction and sustainable success. 

Human-centred leadership can also be developed through the means offered by organisations, such as training, development programmes and coaching. These strengthen leaders’ capabilities in human-centred leadership and support the integration of a human-centred approach into the organisation’s day-to-day operations. Peer support and social learning also emerge as important sources of support, reinforced by collegial sharing, informal discussions and professional support such as mentoring and work supervision.

Humanity doesn’t undermine results – it makes them possible

Soft values and people-centred leadership are still often seen as being at odds with performance-based management, even though in reality they form a mutually reinforcing whole. When people feel that their work is meaningful and are treated as individuals, rather than merely as roles or resources, they thrive, become more committed and take on a broader range of responsibilities.  

However, humanity does not mean a lack of boundaries. Clear objectives, structures and boundaries are part of responsible leadership and enhance both the sense of security and performance. Human-centred leadership is therefore not about being soft, but rather about effective and goal-oriented action that requires empathy, courage and the ability to make value-based choices. 

At its best, leadership creates clarity and a shared sense of direction. It reduces friction, strengthens collaboration and improves decision-making. Whilst approaches based on control and strict supervision may yield short-term efficiency, human-centred leadership builds sustainable performance and results. Organisations that understand this build their future competitiveness on the strength of their people.

The future of project management is people-centred

The importance of humanity in the transformation of the world of work is undeniable. It is a way of building sustainable wellbeing, commitment and performance – and that is precisely why it is a critical capability for the future of work. Humanity is not merely a personal trait, but a phenomenon embedded in an organisation’s structures and culture, which requires strategic choices and a values-based leadership culture. 

Organisations need to undergo more profound reform in order to strengthen their capacity for human-centred leadership and to meet growing ethical, social and wellbeing-related expectations. Human-centred leadership is a paradigm shift in the world of work that will determine the vitality of organisations in the future. Successful organisations are not those with the most resources or technology, but those that succeed in strengthening their human capital.  

It is precisely in project work that the importance of human-centred leadership is highlighted. Projects bring together people, objectives and constant change. That is why the success of projects does not depend solely on processes and resources, but on the ability to build trust, a shared sense of direction and psychological safety, even amidst pressure and uncertainty. The future of project management is increasingly built on the foundations of human-centred leadership.