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Leadership and the Project Manager

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1 Leadership and the Project Manager
Chapter 4

2 Learning Goals Understand how project management is a “leader intensive” profession. Distinguish between the role of a manager and the characteristics of a leader. Understand the concept of emotional intelligence as it relates to how project managers lead. Recognize traits that are strongly linked to effective project leadership. Understand the implications of time orientation on project management. Identify the key roles project champions play in project success. Recognize the principles that typify the new project leadership. Understand the development of project management professionalism in the discipline.

3 Project management is leader intensive!
Leadership “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leader intensive! “For the project manager, leadership is the process by which he or she influences the project team to get the job done!”

4 Leaders Vs. Managers Managers have official titles in an organization with administration duties; plan, direct, and control the behaviors of others. Leaders focus on interpersonal relationships rather than administration; inspiring, motivating, and influencing others in pursuit of a goal. Important differences exist between the two: Creation of purpose Outcomes Network development Focus Execution Time-frame

5 Differences Between Managers and Leaders
Concerns Managers Leaders Creation of Purpose Focus on plans and budgets; creates steps, timetables for achieving results and looks for resources to support goals. Establishes direction; creates a vision and the strategies needed to achieve it. Developing a Network for Achieving the Agenda Organizes and staffs; creates structure for achieving the plans; delegates responsibility and authority; develops procedures to guide behavior; creates monitoring systems. Aligns people with the target; communicates direction by word and deed to those whose cooperation is needed; creates teams that understand and share the project’s vision.

6 Differences Between Managers and Leaders
Concerns Managers Leaders Execution Controls and solves problems; monitors results and applies corrective action. Motivates and inspires; energizes people to overcomes obstacles and show personal initiative. Outcomes Produces a degree of predictability and order; seeks to maintain the status quo. Produces change; challenges the status quo. Focus Efficiency of operations Effectiveness of outcomes Time-Frame Short-term, avoiding risks, maintaining and imitating. Long-term; taking risks, innovating and originating.

7 Differences Between Managers and Leaders
administer Demand respect maintain the status quo focus on systems strive for control short-term view focused on the bottom line imitate do things right state their position innovate Command respect develop new processes focus on people inspire trust have long-term goal focused on potential originate do the right thing earn their position LEADERS MANAGERS

8 How the Project Manager Leads
Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues. Project managers: acquire project resources motivate and build teams have a vision and fight fires communicate

9 Acquiring Resources Projects may be underfunded in the concept stage for a variety of reasons: Deliberately vague goals, allows the project to be fluid No top management sponsor Requirements (resources) understated to get project accepted Insufficient funds – too many projects occurring Distrust between top managers and project managers thinking the needs have been padded Note: Resources can be considered either personnel or raw material

10 Motivating and building teams
Definition: The general desire or willingness of someone to do something. Motivation ultimately comes from within us Each of us decides whether we will become motivated to do the work we are assigned Successful project managers must recognize they need to be able to Recognize talent Recruit it Mold a team of collaborative workers ….apply motivational techniques as necessary See Herzburg Article - How to Motivate

11 Motivating and building teams

12 Communication It is critical for a project manager to maintain strong contact with all stakeholders. If they do not know what you are doing, they may assume you are doing nothing. Productive project meetings feature task oriented and group maintenance behaviors and serve to: update all participants on project status increase understanding of the goal drive commitment on how the team member fits into the team make decisions as a group provide visibility of the project status

13 Leadership & Emotional Intelligence
Emotional intelligence refers to leaders’ ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves. Five elements characterize emotional intelligence: Self-awareness Self-regulation Motivation Empathy Social skill

14 Traits of an Effective Project Leader
A number of studies on effective project leadership reveals these common themes: Effective communication Flexibility to deal with ambiguity Works well with the project team Skilled at various influence tactics Encouraging Honest What do you think would make an effective project leader?

15 Seven Essential Project Management Abilities
Organizing under conflict – ability to manage and handle conflict Experience – know how/where to get task done Decision making Productive creativity – implement innovative ideas Organize with cooperation Cooperative leadership Analytical thinking

16 What are Project Champions?
Champions are fanatics in the single- minded pursuit of their ideas. Champions can be: Creative originators – the driving force Entrepreneurs – works to sell the idea “Godfathers” - promote and protects Project managers

17 Nontraditional Duties
Champion Roles Traditional Duties technical understanding team leadership coordination & control of activities obtaining resources administrative Nontraditional Duties cheerleader visionary politician risk taker ambassador

18 Creating Project Champions
Identify and encourage their emergence Encourage and reward risk takers Remember the emotional connection Champions may have to their project Free Champions from traditional management roles so they can focus on effectivity not efficiency

19 Steps to Developing Project Management Professionals
Match personalities to project work Use training programs to formally commit to project management Develop a unique award system for project managers Identify a distinct career path for project managers

20 The “New” Project Leadership
Four competencies determine a project leader’s success: Understanding and practicing the power of appreciation of other’s talents. Reminding people what’s important compared to the trivial many. Generating and sustaining trust with team members. Aligning, not dominating team members.

21 Growing Professionalism of Project Management
Project work is becoming the standard for many organizations to achieve their goals There is a critical need to upgrade the skills of current project workers through continual training and skill development Project managers and support personnel need dedicated career paths where project management is a permanent career choice

22 Chapter 4 Review and Discussion
The chapter stressed the idea that project management is a “leader intensive” undertaking. Discuss in what sense this statement is true. How do the duties of project managers reinforce the role of leadership? What are the key differences between leaders and managers? Discuss the concept of emotional intelligence as it related to the duties of project managers. Why are the five elements of emotional intelligence critical to successful project management? Consider the studies on trait theories in leadership. Of the characteristics that emerge as critical to effective leadership, which seem most critical to project managers? Why?

23 Chapter 4 Review and Discussion
At the back of the chapter (page 129) is a Future Time Perspective scale. After completing it, determine whether you have a future time perspective, present time perspective, or past time perspective. What are the implications for the types of tasks you enjoy performing? How will your preferences lead to strengths and weaknesses in managing projects? Why are project champions said to be better equipped to handle the “non-traditional” aspects of leadership? Consider the discussion of “new project leadership.” If you were asked to formulate a principle that could be applied to project leadership, what would it be? Justify your answer.

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