The main endeavor of this paper was to explore and uncover the correlations between leader self-perceived competence and team competence in IT project. The aspiration was to approach contingency theory in FRL style which proposes three different leadership styles: transformational, transactional and laissez-faire (passive leader), then project success also to underline the significance of implementing the antecedent competencies in an IT project environment. We proposed a mediation and moderation model of competency as a predictor of the FRL style, then a mediation in which leadership style (FRL) related to follower competencies and project success. The distinctive in this research, and become more interesting since we utilize data from three-level respondents of the municipal government IT department. We found that leader competence was related to the transformational leadership style in a positive direction, as well as to employee competence and project success. And the moderating effect of team competence was expected positive, it means the higher level of team competence motivate leader to be more transformational style, then the transactional leadership style would be left. As predicted before, transactional leadership was low effective to project success, and laissez-faire (passive leader) ineffective to project success. We conclude that competence both leader and team could be effective as a direct and indirect predictor of FRL Styles and Project Success.

The main endeavor of this paper was to explore and uncover the correlations between leader self-perceived competence and team competence in IT project. The aspiration was to approach contingency theory in FRL style which proposes three different leadership styles: transformational, transactional and laissez-faire (passive leader), then project success also to underline the significance of implementing the antecedent competencies in an IT project environment. We proposed a mediation and moderation model of competency as a predictor of the FRL style, then a mediation in which leadership style (FRL) related to follower competencies and project success. The distinctive in this research, and become more interesting since we utilize data from three-level respondents of the municipal government IT department. We found that leader competence was related to the transformational leadership style in a positive direction, as well as to employee competence and project success. And the moderating effect of team competence was expected positive, it means the higher level of team competence motivate leader to be more transformational style, then the transactional leadership style would be left. As predicted before, transactional leadership was low effective to project success, and laissez-faire (passive leader) ineffective to project success. We conclude that competence both leader and team could be effective as a direct and indirect predictor of FRL Styles and Project Success.

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