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Project managers' competencies contribute toward project success in a considerable manner. The significance of technical competencies' (TCs) contribution toward success in Oil and Gas (O&G) projects is even higher due to the complexity and the technology-intensive nature of these projects. However, technical competencies have often been overlooked in favor of behavioral competencies or simply identified and listed in terms of their significance. Thus, there is currently very limited research-based knowledge concerning the contribution mechanisms of technical competencies toward project execution success. Hence, the aim of this study is to explore the contribution mechanisms of TCs toward success in O&G projects.

A case study was employed as the research strategy through which data was collected from project professionals in O&G projects in the Kingdom of Bahrain using semi-structured interviews. Transcripts of the interviews were then analyzed through thematic analysis method with the aid of NVIVO 12.

The findings reveal six mechanisms through which technical competencies of project managers contribute toward execution success in O&G projects. TCs not only act as a launch pad toward project success, but also help in optimizing engineering designs throughout the project life cycle.

Instead of simply identifying and listing TCs, the obtained results enhance our current understanding of their contribution mechanisms toward project success in O&G projects.

The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces.

A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing.

There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter‐organisational and cross‐sector collaboration, but further research is required to develop a clearer picture of the nature of the leadership challenge within this sector.

The paper is only seen as a first stage as it attempts to draw from what has been already published. The paper develops the own research agenda for a second phase of empirical research in order to continue the debate further.

The paper adds to the discussion and debate around leadership in general but more crucially brings to the surface a number of questions not posed previously that involve the starting‐point for detailed empirical research. Relevant case examples exist within the National Health Service and education, but social housing has remained immune from this up until now.