Leadership is the process by which an individual mobilizes people and

resources to achieve a goal. It requires both a set of skills that can be learned as
well as certain attributes that can be nurtured. Leaders inspire, challenge, and
encourage others. They can persuade and influence, and they show resilience
and persistence. All aspects of society have leaders. The concept of leader may
call to mind a CEO, a prime minister, a general, a sports team captain, or a
school principal; examples of leadership exist across a variety of organizations.
Leadership is a relationship between followers and those who inspire them and
provide direction for their efforts and commitments. It affects how people think
and feel about their work and how it contributes to a larger whole. Effective
leaders can mean the difference between increasing a team’s ability to perform
or diminishing its performance, between keeping efforts on track or
encountering disaster, and even between success or failure.
Leadership is one of the most important concepts in management, and many
researchers have proposed theories and frameworks for understanding it. Some
have distinguished among types of leadership such as charismatic, heroic, and
transformational leadership. Other experts discuss the distinctions between
managers and leaders, while others address the personality and cognitive factors
most likely to predict a successful leader. The many dimensions of leadership
indicate how complex a notion it is and how difficult effective leadership can
be.
Leadership vs Management

The terms” management” and” leadership” have been used interchangeably, yet
there are clear similarities and differences between them. Both terms suggest
directing the activities of others. In one definition, managers do so by focusing
on the organization and performance of tasks and by aiming at efficiency, while
leaders engage others by inspiring a shared vision and effectiveness. Managerial
work tends to be more transactional, emphasizing processes, coordination, and
motivation, while leadership has an emotional appeal, is based on relationships
with followers, and seeks to transform.
Leadership is linked with values/purpose, while management relates to
implementation or technical issues.

 Management  Leadership
  Based on facts  Based on ideas

 Finds answers  Rises questions

 Solves problems  Creates challenges

 Learns via training  Learns through

experience

 Tactical, short-term  Strategic, long-term

horizon perspective

 Goal orientation  Feeds the imagination

 Narrow and more limited  Seeks alternatives

 Running an organization  inspiring people to run an

organization

Leaders Synergy Managers

Provide Vision  Empowerment  Provide resources

Seeks Opportunities  Achievements  Reduce Risks

Inspire  Teamwork  Coordinate

 Creativity  Innovation  Provide Structure

Do Right Things  Effectiveness  Do Things Right

Change
Change is basically a variation in pre-existing methods, customs, and
conventions. Since all organizations function in dynamic environments, they
constantly have to change themselves to succeed.

Change Management
Organizations do not change, people do. Change management is defined as the
methods and manners in which a company describes and implements change
within both its internal and external processes. ... All involved individuals must
understand the progress through the various stages and see results as the change
cascades. In a project-management context, the term "change management" may
be used as an alternative to change control processes wherein changes to the
scope of a project are formally introduced and approved Organizational change
management is complementary to your project management.

Project management ensures your project’s solution is designed, developed and

delivered, while change management ensures your project’s solution is
effectively embraced, adopted and used. Change management contains several
strategies that help in facilitating the smooth adoption of such changes.
Successful change management relies on four core principles:
Understand Change.
Plan Change.
Implement Change.
Communicate Change.

Models of change management

Lewin’s change management model
Developed in the 1940s, Lewin's change management model remains relevant
because of its simple yet effective structure. According to the change model's
namesake, Kurt Lewin, organizational change management can be broken down
into three smaller, more manageable stages:
Unfreeze
Change
Refreeze
change that impacts a large number of
people and entails changes to multiple
arts of the system) the most effective
change approach is an emergent one
change which needs to be implemented
in 12 months or less) impacting on a
large number of people in the
organization the leadership behaviors are critical to success
directive change and DIY change) are less effective in most scenario. An
emergent approach to change appeared to be more successful than any of the
other three change approaches in most contexts
Resistance to change
One of the most important facets of change management is resistance to change.
It is simply human nature to counteract any changes and maintain the status
quo. and try to keep their methods and customs constant. This is where change
management comes into play. An organization always must strive to adapt to
change if it wants to be successful. Change is always inevitable but so is
resistance to change. One of the most important tasks of managers is to facilitate
changes smoothly.
Primary reasons employees resist change
Lack of awareness
Fear of the unknown
Fear of losing control and authority
Lack of job security
Project Leadership
The overall success of any project is attributed mainly to the leaders in charge
of the project as they have all the authority to control and monitor every process
of the project alongside making critical project decisions. Similarly, when a
project fails to accomplish its key objectives and goals, the leaders or managers
in charge are to blame. Therefore, project management is a crucial role that
leaders or any individuals tasked with the role of leadership in any project
should take seriously and apply all effective leadership skills to ensure that the
project is a success. Leadership competencies are central to project success and
its stands on top among other competencies. Dulewicz and Higgs (2005) used
define three leadership styles:
1. Goal oriented: a leader-centric style focused on delivery of clearly understood
results in a relatively stable context. its good in relatively stable situation.

2. Involving: a more participative style for transitional organizations that face

significant but not necessarily radical changes in their business model or way of
working.it works in the situation with significant changes.
3. Engaging:
A style based on empowerment and involvement in highly transformational
context. This leadership style is focused on producing radical change through
engagement and commitment. This style is perfect for transformational change.
The leadership literature strongly suggests that the situation or context is highly
relevant to leadership style’
Project Leadership and Its Impact on Change
“An experienced project leader with a positive attitude, who believes in and
understands the change, will typically create positive reactions from team
members and stakeholders, thereby reducing resistance.”