The ERP business solution drives performance improvement by integrating an enterprise through software. However, it does not have the capability to make key business decisions. It is relevant key business decisions that enable and deliver business results. ERP can provide information and data to assist people in making key business decisions. Unfortunately, there are several cases of ERP implementation failure all over the pages of the media due to, namely: significant late system delivery, budget overrun, underserved functions, low performance and lack of return on investments. In ERP implementation project management, people (team and users) are the most challenging components to deal with. They are, however, still the most critical and important factors that determine whether an ERP system implementation will be a success or a failure. This research focuses on people as a component to ERP implementation, with emphasis on the leadership perspective. We aim to identify and evaluate leadership core competence values of a transformational project manager that critically enable the success of an ERP implementation project.