Situational leadership theory requires the leader to closely understand the intellectual and developmental level of the followers. At Omran, the project management team works primarily with multidisciplinary members who report to their respective line managers. This limits project management's formal power over team members. Furthermore, this limits the focus on staff skills which ultimately influence the assessment of the individual's need for support and direction (level of development). For this, Omran Furthermore, Omran must enhance the role of senior project manager in order to take the lead on both the construction and design lines, so as to clarify who the leader is and allow greater control over the team and, ultimately, focus on the diagnosis process. Additionally, project management does not contribute to year-end evaluations of project members. As a result, this leads to demotivating the followers as their work in the project is not informed and therefore their brightness for another project would be lower, which will once again influence the style that the leader will select for those followers (for the next project)....