MSc.

Project Managment

Student Details ( Student should fill the content)

Name Isuru Asanka Godapita Gamage

Student ID (UWIC ID and Cardiff Met ID : ICBT ID :

ICBT ID) 20233631 CL/MPM/03/39

Batch No 03

Scheduled unit details

Unit code MPM7002
Unit title Project Leadership
Assignment Details
Nature of the Assessment Report
Topic of the Case Study GIVEN
Learning Outcomes covered YES
Word count 3000
Due date / Time As communicated in the assessment plan
Extension granted? (For Office Yes No
use only)

Declaration
I certify that the attached material is my original work. No other person’s work or ideas
have been used without acknowledgement. Except where I have clearly stated that I have
used some of this material elsewhere, I have not presented it for examination / assessment
in any other course or unit at this or any other institution
Signature Date 11/04/2022
Result (Assessor use only)

Marks by 1st Name & Signature of the 1st Agreed

Assessor Assessor Mark

Marks by IV: Name & Signature of the IV

For Office use only (hard copy assignments)

Receipt Received by
date

International College of Business and Technology

Page 1 of 8
 MSc. Project Managment

Assignment Type & Title:

For student use: Critical feedback on the individual progression towards achieving
the assignment outcomes

For 1st Assessor use: Assessment feedback

Strengths

Weaknesses

Name & Signature of the Date

Assessor : :

Comments by the IV

Date
Name & Signature of the IV:
:

International College of Business and Technology

Page 2 of 8
Table of Contents

1. Introduction ............................................................................................................................. 1
2. Methodology ............................................................................................................................ 2
3. Leadership and Personality reflection of the selected Project Managers. ............................... 2
4. Project Manager Evaluation Summary .................................................................................... 9
5. Recommendations for Each Project Manager ....................................................................... 11
References .................................................................................................................................... 12

List of Tables

Table 1 Leadership Characteristics of PM Nilupa ........................................................................................ 2

Table 2 Leadership Characteristics of PM Anusha ....................................................................................... 4
Table 3 Comparison of Personal Traits of the Selected Project Managers ................................................... 6
Table 4 Comparison of Leadership Domain Characteristics of selected project managers .......................... 7
 1. Introduction

International Project Management Association define Project Leadership as providing direction

and motivating others in their role or task to fulfill the project’s objectives. Leadership is more
concerned with the future – setting direction, dealing with people, and collaborating with
stakeholders outside of the project. Different project managers work in different leadership styles.

In this report, I will discuss the leadership style of two different project manager and their
leadership traits and characteristics. To achieve that objective, I have selected two project
managers from IT Sector who worked for two different Organizations.

Mr. Anusha who worked in a leading IT company in Sri Lanka and has more than 15 years of work
experience in the IT sector and has an overall 5-year work experience in Project Management. He
is currently involved in a support project which involves less than 10 team members.

Ms. Nilupa worked as a Project Manager in a leading SAP solution provider in Sri Lanka. She also
has more than 15-years of work experience and 5-year work experience in Project Management.
Her project is related to SAP solutions development and her team includes 25- 100 members.

1
 2. Methodology

To conduct this research, I have used two methods interview and Google form. I have shared the
Google form with selected project managers. I have selected as IT sector for this research these
selected project managers from different companies.

After collecting data from Google Form, I arranged interviews with these two Project Managers
and discussed their project management and leadership styles further.

3. Leadership and Personality reflection of the selected Project Managers.

In this section, I am reflecting and evaluating gathered data and information into different
attributes and frameworks

• Leadership Styles

Table 1 Leadership Characteristics of PM Nilupa

Attributes PM Nilupa
Vision Her vision is to be the leader in the SAP solution in Sri Lanka and she drives her
team innovatively to achieve that purpose long term as well short-term.
She is communicating her vision to the team effectively and she is cultivating the
purpose of the project for the team.
Communication Skill She has good communication skills with her team and she can get her team's
attention using her communication skill. She always inspiring and motivates her
team and her team is always willing to follow her to achieve her goals and
vision.
Ability to inspire Trust She inspired her project vision and goals with her team and she was always willing
to take suggestions. She achieves her honesty and trustworthiness by her team by
actively engaging with her team. Also, she acknowledges her team members when
they achieve the project goal or milestone, and she is willing to take responsibility
when a team member fails to deliver against expectations. Therefore her team
members have trust in her and are willing to take a risks.
Ability to Empower She always encourages her team member to achieve their organizational and
personal goals. And she evaluates her team's skills and provides them with
training and resources to build their capabilities. Also, she identifies her team

2
 member achievement and capabilities and she empowers them for their
achievements.
Energy and Action She always actively works with her team, and she gives her support to the team.
Orientation She is willing to take a risk for the team and she always shows her intense eager
enjoyment of the project.
Emotional She has allocated a timeslot for each team member to have a one-to-one
Expressiveness and discussion once a month and get feedback from them. She handles her feeling
Warmth professionally and expresses them openly when needed, and she creates a
positive and informative working environment to work. She always talks about
her team member's problems with them personally and she supports them to
overcome their problems.
Willing to take She is willing to take a risk for her project without considering her benefits.
Personal Risk When it comes to an obstacle or risk-taking scenario, she evaluates the risk in
terms of project and organization capabilities and vision appropriately and makes
the right decision that benefits her team members, the project, and the company.
Use of She always thinks big picture and the out of the box. She always talks with her
Unconventional team members get and their feedback before she takes a decision, and she gets
Strategies radical decisions when needed.
Self-Promoting She is willing to take responsibility for her action and decision as well as the
Personality results. Also, she is actively participating to the project decision-making process.
As well as she can influence her colleague and team members. She is committed
to her work and project. She is always finding opportunities to gain her career
development and reach out to others for insights when required.
Capable in Crisis She always identifies the risk and evaluates the risk. When managing the project,
she always creates a BCP plan to mitigate the risk. She communicated with the
project team and identified the risk earlier, which helps her to mitigate the risk
without damaging the business. When in crisis she applies the BCP plan and
actively monitors the BCP plan.

3
Table 2 Leadership Characteristics of PM Anusha

Attributes PM Anusha
Vision His vision is to achieve project goals on time. He is setting goals for his team,
and he drives them to achieve the goals successfully.
Communication Skill He directly communicates the goal expectation and details to the team members
and he is always transparent with the work. He monitors the progress of the goal
and he appreciates the team member when they achieve the goal.
Ability to inspire Trust He is always thinking inside the scope, rules, and regulations and he is not always
willing to take responsibility for the failure of the team members. He was always
inspired to work in scope and follow the process.
Ability to Empower He is always focusing on achieving the goal and he helps to develop team
members' confidence to perform the goal. He always led by example to achieve
the goal. When a team member achieves a goal, he rewards the team member
and if he/she fails a task he gives a penalty. Also, he provides the resources to
team members to improve their skills to achieve the assigned goals.
Energy and Action He always focuses on the goal of the project; he identifies the goals and
Orientation recognizes the importance and responsibilities of the project and makes a plan to
achieve that goal.
Emotional He has positive thoughts about his team. He rewards team members who are
Expressiveness and self-motivated and complete the given goal on time, he does not reward the
Warmth member who works in self-interest or self-benefits. He also gives penalties who
are not following the process and do not complete the goal within the estimated
timeline.
Willing to take He always directed his team on the right process to achieve the project. He is not
Personal Risk always taking a personal risk, and he is willing to take responsibility for his team
members' failure only if they have followed the process
Use of He is a responsive project manager and always follows conventional strategies.
Unconventional He always thinks inside the box and always follows company structure and
Strategies policies. He is not a radical thinker and always follows the traditional decision-
making process.
Self-Promoting He is not involved to company politics, and he is doing his job without making
Personality any radical events. He promotes the task process, rules, and regulations. He
always influences others to complete the task and do the job.

4
 Capable in Crisis He is a directive and reactionary project manager. He is always monitoring his
team's projects progress and always has supervision of the goal and the project.
He always tries to eliminate confusion. He thinks crisis as a problem and threat
to the project, so he always tries to manage the crisis without a threat to the
business continuity.

• Three important leadership traits (three traits) they possess

There are multiple leadership traits they have possessing among them I have identified the three
most important leadership traits both project managers are possessing. Project Manager Nilupa
possesses three important leadership traits. She has a good influence skill that can help her motivate
her team and follow them to her vision. She also has good communication skills that can help her
to communicate with the team better and also helps her to clearly deliver her vision to the team.
She is having the good intellectual capability to plan and design the project and execute the project
to success. Also, she is having good negotiating skills which help her to negotiate with
stakeholders.

Project Manager Anusha also has good communication skills that help him build a good
relationship with his team. His clear communication ability helps him explain his goals and
expectation to the team. Also, he can handle stress better, when in a crisis he identifies Strengths,
Weaknesses, Threats, and Opportunities and use them optimistically. His stress handling ability
helps him to drive the project through crisis effortlessly. Project Manager Anusha always follows
the process. So, he can make a decision through the process. Within the process, he always plans
his project resources, and the skills and his ability to fit in the process help him to drive project to
the success.

5
 • The personality trait of the selected Project Managers
Table 3 Comparison of Personal Traits of the Selected Project Managers
Personal Trait PM Nilupa
Conscientiousness She is an organized and well-planned
person. She knows to manage her
project efficiently. She always has a
vision for her work, and she creates
small goals to achieve the vision. She
is a self–disciplined woman and she
has competence in her work.
Agreeableness Her team has trust in her. She is
willing to take responsibility for her
team and she always listens to her
team's ideas and criticisms. Also, she
always has a concern about her team
members' self-development, and she
is always willing to help them to
improve their personal and career
development.
Intellectance She is open-minded, creative, and
Imaginative. She always tries to use a
mix of conventional and
unconventional Strategies and it
drives her project to success.
Adjustment She is an adaptive, calm, confident,
and resilient personality. She can
manage her emotion, and she can
understand her team members'
emotions and personalities. That
quality helps her to manage and
allocate her team members
optimistically.
PM Anusha
He has a directive personality. He has
the competence to achieve his work. He
is focusing on his duty and he
distributes project responsibilities
among others to achieve project goals.
He listens to his team members' ideas
and criticisms but he is only willing to
process them within the process. He is
not agreeing to take radical moves
which can overdo the company process.
He monitors his team members'
development and he helps them develop
their career skills.
He is a predictable character. He is
preferring always traditional methods to
take decision also he is preferring
routine and dislike change.
He is a calm character, and he is
resilient to his work. But sometimes he
is too much worry about his team and
project. And he always prefers to be in
the process and he does not much like
changes.
6
 Surgency PM Nilupa has an extrovert
personality. She is very energetically
socialized with her team members,
and she is an excitement seeker. Also,
she is like to be the center of
excitement.
• Their leadership domain
Table 4 Comparison of Leadership Domain Characteristics of selected project managers
Domain PM Nilupa
Personal She is always inspiring her team by
demonstrating her authenticity and
dedication. She always tries to
identify the best people for her job,
and she always identifies her task
environment and the challenges
which can occur during the job.
Relational She can understand her team. She
regularly meets her team member
individually and gets their ideas and
criticism and she always looks into
two sides of their ideas. PM Nilupa is
always sensible about team members'
problems and she supports them
overcome their problems. Also, she
has a good relationship with her
leadership, and she always tries to get
the best benefits for the team through
professional relationships.
Contextual She knows her team skills and
capabilities and when project
requirement comes up, she plans her
He is an introverted character. He
always prefers to listen to others rather
than needing to be heard. He does not
always prefer center of attention and but
he always stands with his team when
needed.
PM Anusha
PM Anusha identifies his team member
skill and competencies and when and
task comes he appoints the most
suitable resource for the task. Also, he
monitors the task and identify the risk
and challenges and mitigate them when
they occurred.
He has a good relationship with his
team members and his leadership. Also,
he is willing to take ideas and criticisms
from his team. If a new idea comes up
he will try to execute them within the
process. But he tries to avoid
unconventional decisions. He also has a
good work relationship with his team
member and he is always willing to
give career support to the team.
He knows his team member skill and
competency. He always allocates his
team to the project context effectively.
7
 team member allocation effectively
and optimistically
Inspirational She is a visionary leader. She always
inspires her team to succeed, and she
always tries to build an environment
to achieve excellence with innovative
and creative solutions.
Supportive She is a supportive leader and she
always supports her team to achieve
their goals, project, and personal
growth. She treats her team with
dignity and respect. When in a crisis
like Corona Pandemic she helps her
team members and their families.
Responsible She is a responsible team leader and
the team has trust in her. She is
always responsible for her team
members' actions. She has a vast
responsibility list and mainly she has
individual, organizational, and social
responsibilities.
He is a directive leader, but he always
inspired his team to achieve their given
task.
He always supports his team to achieve
their task, goal, and personal
development. He treats his team with
dignity and respect. During Corona
Pandemic he helps his team members to
manage their work.
He is always responsible for his project.
He also has individual, organizational,
and social responsibilities to be
accountable. He is willing to take
responsibility for his team members'
failure only if they have followed the
process
8
 4. Project Manager Evaluation Summary

According to the gathered data through the Google Form and interview in this section, I have
summarized the selected project managers' leadership traits and styles evaluation. As per the
gathered data Project Manager Nilupa’s characteristics are more likely to the Transformational
Leadership Type and Project Manager Anusha has both Transformational and Transactional
Characteristics but more into the Transactional characteristics. Both Transactional and
Transformational Leaderships have pros and cons to the project's effectiveness.

PM Nilupa has the quality to listen to new ideas. Her open mindset helps her team to provide more
innovative solutions to the clients. And she is always willing to take responsibility for her work
and her team obligations. Therefore, her team has faith in her and they do not fear taking risks.
Also, PM Nilupa most of the time thinks out of the box she is willing to take risks and radical
decisions. From the project perspective, radical decisions can be risky. Therefore, project
uncertainty can be increased due to the out of box thinking pattern and radical decisions.

PM Anusha always follows the process. Therefore, his project has less risk. Also, he always drives
his team complete their tasks on time and monitors them thoroughly. Also, he listens to his team
members’ ideas, but he only processes them if they follow the existing process. He rarely thinks
out of the box and he does not prefer the radical changes, but he always thoroughly plans his
projects and drives them to the extra success. His inside box thinking pattern and not preferring
the radical changes can demotivate his team members and therefore, his team can leave the project
since there is the lack of excitement in the project which can be led to project risk.

As explained in Table 04 both project managers have their unique characteristics in the 6
leadership domains, some of them are strengths to the project management and some of them are
limitations. PM Nilupa has more sensitive and emotional sometimes and that can be affected the
project. Also, she is taking unconventional decisions, and that increases the risk level of the project.
She always thinks about the bigger picture therefore sometimes she can miss the small details of
the project and that can lead to crisis. Also, her unconventional and out-of-the-box thinking pattern
can be more pressure on her team member and they can be burnout. Those factors are consequently
a risk to the project.

9
PM Anusha always follows the structure and procedure that quality is a strength for his projects.
He always except and support to gain project-oriented growth but not the personal growth of the
team members. That quality can be identified as a limitation of PM Anusha. Also, we can identify
a lack of focus on building relationships as another limitation of PM Anusha, His lack of building
relationships can affect stakeholders’ relationships with the project. As well as he has the quality
to reward the team member when they achieve a goal but sometimes it's difficult to find a reward
that can motivate all the team members. PM Anusha most of the time reward with salary increment
or promotion, but sometimes employees are motivated by exploratory work. PM Anusha always
uses conventional ways to manage. That can de-motivate the employees and it’s another limitation
of PM Anusha.

10
 5. Recommendations for Each Project Manager

Recommendations for Project Manager Nilupa

• She should be more directive when she is making a decision and that can be helpful to
deliver the project on time successfully.

• She should listen to her team members more often and gather their innovative ideas to
build the project's future.

• Also, she should work with her team more closely to understand the team members'
Strengths and Weaknesses.

• She should analyze her decision impact before she makes an unconventional decision
also she should pay attention to the bigger picture of the project as well as the small
details.

Recommendations for Project Manager Anusha

• He should build more relationships with his team members as well as stakeholders then
he can gain more opportunities for the company and the project.

• He should think about the bigger picture of the project and he should think out of the box
more often.

• As well as he should give more flexible space to his team members to think of new ideas
and build innovative solutions.

• His managerial support should not only be limited to the project growth, he should
support his team members to build their personal career growth.

11
References
A., A., n.d. 7 Habits of Highly Successful Project Managers. [Online]
Available at: https://explore.easyprojects.net/blog/7-habits-highly-successful-project-managers
[Accessed 07 04 2022].

Anon., 2021. 10 Transformational Leadership Characteristics. [Online]

Available at: https://yscouts.com/10-transformational-leadership-characteristics/
[Accessed 07 04 2022].

Anon., n.d. Transactional Leadership – Definition, Types, Characteristics, Examples. [Online]

Available at: https://www.iedunote.com/transactional-leadership
[Accessed 07 04 2022].

Assist. Prof. Dr. Adil A. Abed Hussain , Assist. Prof. Dr. Ali A. Abbas, 2019. Transactional and
Empowering Leadership as Two Modified Variables for the Relationship between Strategic
Intelligence and the Strategic Map. Tikrit Journal of Administration and Economics Sciences,
15(48).

Calvello, M., 2021. 5 Stages of Team Development (and How To Navigate Them Smoothly).
[Online]
Available at: https://fellow.app/blog/management/stages-of-team-development-and-how-to-
navigate-them-smoothly/
[Accessed 07 04 2022].

Casper, C. M., 2002. Using emotional intelligence to improve project performance. San Antonio,
TX. Newtown Square, Project Management Institute.

CHARALAMBOUS, M., 2019. [Online]

Available at: https://www.startingbusiness.com/blog/transformational-pros-cons
[Accessed 07 04 2022].

David, J., 2021. Advantages and disadvantages of transformational leadership. [Online]

Available at: https://www.howandwhat.net/advantages-disadvantages-transformational-
leadership/
[Accessed 07 04 2022].

12
Forsyth, E., 2022. Transactional Leadership. [Online]
Available at: https://study.com/learn/lesson/transactional-leadership-characteristics-
examples.html
[Accessed 07 04 2022].

Hodgkinson, J., 2009. Leadership Styles for Program and Project Managers.
http://ww7.asapm.org/.

J. RODNEY TURNER, RALF MÜLLER, 2005. THE PROJECT MANAGER’S LEADERSHIP

STYLE AS A SUCCESS FACTOR ON PROJECTS: A LITERATURE REVIEW. Project
Management Journal, pp. 49 -61.

Kabeyi, M. J., May, 2018. Transformational Vs Transactional Leadership with Examples. THE
INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT, 6(5), pp. 191-193.

Knights, D., 2019. Strategic Project Management is Key to Executing Strategy. [Online]
Available at: https://www.cascade.app/blog/strategic-project-management
[Accessed 07 04 2022].

Lee, S., 2020. What is transactional leadership?. [Online]

Available at: https://torch.io/blog/what-is-transactional-leadership/
[Accessed 07 04 2022].

Lim, A. G., 2020. The Big Five Personality Traits. [Online]

Available at: https://www.simplypsychology.org/big-five-personality.html#agree
[Accessed 08 04 2022].

McCandless, K., 2020. Pros and Cons of Transactional Leadership. [Online]

Available at: https://www.fool.com/the-blueprint/transactional-leadership/
[Accessed 07 04 2022].

PMALLIANCE, 2015. Embracing Unconventional Project Ideas. [Online]

Available at: https://pm-alliance.com/embracing-unconventional-project-ideas/
[Accessed 07 04 2022].

Sim B. Sitkin, E. Allan Lind, n.d. Six Domains of Leadership. [Online]

Available at: https://hr.duke.edu/training/programs/duke-leadership-academy/program-

13
information/six-domains-leadership
[Accessed 08 04 2022].

Sitkin, S.B.; Lind, A.; Siang, S., 2009. The six domains of leadership.
https://doi.org/10.1002/ltl.350.

Team, I. E., 2021. Pros and Cons of Transformational Leadership (With Definitions). [Online]
Available at: https://www.indeed.com/career-advice/career-development/pros-and-cons-of-
transformational-leadership
[Accessed 08 04 2022].

APPENDIX

• Online Interviews

14
4/11/22, 6:19 PM Identifying Project Leadership Style

Identifying Project Leadership Style

My name is Isuru Gamage, a MSc in Project Management student at Cardiff Metropolitan University. I
conducting this survey to identify project leadership styles in the industry.

Please provide the information requested by filling the blank and selecting the relevant option.

** The collected data will be stored for academic research only and will not be used for commercial purpose

Current working industry? *

IT

Banking and Finance

Healthcare

Tourism

Apparel

Other:

Total Work Experience *

< 1 year

1-5 years

5-10 yrars

10 - 15 years

> 15 years

https://docs.google.com/forms/d/1j9WL5NBCSe2oq9mrtU59e-cWPx87WuybpJEEUoh0smc/edit#responses 1/18
4/11/22, 6:19 PM Identifying Project Leadership Style

Work Experience as Project Manager? *

< 1 year

1-5 years

5-10 yrars

10 - 15 years

> 15 years

How well do you interact with others?

Excellent

Average

Poor

How likely are you to support others in achieving their goals?

Very likely

Somewhat likely

Neither likely nor unlikely

https://docs.google.com/forms/d/1j9WL5NBCSe2oq9mrtU59e-cWPx87WuybpJEEUoh0smc/edit#responses 2/18
4/11/22, 6:19 PM Identifying Project Leadership Style

On a scale of 1–10, how would you rate your people management skills? *

1 2 3 4 5 6 7 8 9 10

On a scale of 1–5, how well do you collaborate with others? *

1 2 3 4 5

Would you describe yourself as a team player? *

Yes

No

Maybe

Describe your process of setting up team targets? *

At the project planning stage, it is mandatory to define each and every tasks for the project and assign the
team members for the same. Completing the assigned tasks will be the target for all team members.

How do you monitor team execution? *

We have implemented a project management tool where we can setup alerts for the tasks. 3 days before
the target date, on the target date and one alert after 1 day if the task is not completed.

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4/11/22, 6:19 PM Identifying Project Leadership Style

How do you handle criticism as a leader? *

I have allocated a timeslot for each team member to have one to one discussion once a month and get
feedback from them. If anyone criticize on something, we have to re-look at it as there are always two sides
on everything.

Do you ask for feedback and suggestions from your team members? *

Yes

No

Do you act on feedback and suggestions from your team? *

Yes, All the time

Yes, Some times

No

Are you willing to take responsibility when a team member fails to deliver against
expectations? *

Yes

No

Maybe

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4/11/22, 6:19 PM Identifying Project Leadership Style

How do you ensure that team members execute their tasks on time? *
By giving the ownership, accountability as well as the rewards/credits on their achievements. Also, we have
setup KPI's to review performance.

How often do you hold strategic team sessions? *

Daily

Weekly

Monthly

When it needed

Not at all

How well do you delegate tasks to other employees? *

Very well

Somewhat well

Not at all

Do you work well under pressure? *

Yes

No

Maybe

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4/11/22, 6:19 PM Identifying Project Leadership Style

Do you define your goals before embarking on a project? *

Yes

No

Maybe

Project Complexity
Please answer following questions from the project you are currently working on

Project Team Size *

< 10

10 - 25

25 - 100

>100

Project Scope Complexity *

High

Medium

Low

https://docs.google.com/forms/d/1j9WL5NBCSe2oq9mrtU59e-cWPx87WuybpJEEUoh0smc/edit#responses 6/18
4/11/22, 6:19 PM Identifying Project Leadership Style

Financial or emotional interest of the project stakeholder? *

High

Medium

Low

How would you rate you project stakeholder communication? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate stakeholder satisfaction about ongoing project? *

Very Satisficed

Satisfied

Poor

Not Satisficed

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4/11/22, 6:19 PM Identifying Project Leadership Style

How would you rate your stakeholder verification and involvement about the project? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate the clarity of project requirement? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate your project budget? *

Very Satisficed

Satisfied

Poor

Not Satisficed

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4/11/22, 6:19 PM Identifying Project Leadership Style

How would you rate the project uncertainty? *

High

Medium

Low

This content is neither created nor endorsed by Google.

 Forms

https://docs.google.com/forms/d/1j9WL5NBCSe2oq9mrtU59e-cWPx87WuybpJEEUoh0smc/edit#responses 9/18
4/11/22, 6:19 PM Identifying Project Leadership Style

Identifying Project Leadership Style

My name is Isuru Gamage, a MSc in Project Management student at Cardiff Metropolitan University. I
conducting this survey to identify project leadership styles in the industry.

Please provide the information requested by filling the blank and selecting the relevant option.

** The collected data will be stored for academic research only and will not be used for commercial purpose

Current working industry? *

IT

Banking and Finance

Healthcare

Tourism

Apparel

Other:

Total Work Experience *

< 1 year

1-5 years

5-10 yrars

10 - 15 years

> 15 years

https://docs.google.com/forms/d/1j9WL5NBCSe2oq9mrtU59e-cWPx87WuybpJEEUoh0smc/edit#responses 10/18
4/11/22, 6:19 PM Identifying Project Leadership Style

Work Experience as Project Manager? *

< 1 year

1-5 years

5-10 yrars

10 - 15 years

> 15 years

How well do you interact with others?

Excellent

Average

Poor

How likely are you to support others in achieving their goals?

Very likely

Somewhat likely

Neither likely nor unlikely

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4/11/22, 6:19 PM Identifying Project Leadership Style

On a scale of 1–10, how would you rate your people management skills? *

1 2 3 4 5 6 7 8 9 10

On a scale of 1–5, how well do you collaborate with others? *

1 2 3 4 5

Would you describe yourself as a team player? *

Yes

No

Maybe

Describe your process of setting up team targets? *

1st understand the team skill and thier compliancy level. (Use skill gap analysis doc for this task). Break the
task in to milestones. If required break the team in to groups and assign tasks.

How do you monitor team execution? *

Through milestone achievements

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4/11/22, 6:19 PM Identifying Project Leadership Style

How do you handle criticism as a leader? *

Allways open to team member and talk. Identify the problems or issues

Do you ask for feedback and suggestions from your team members? *

Yes

No

Do you act on feedback and suggestions from your team? *

Yes, All the time

Yes, Some times

No

Are you willing to take responsibility when a team member fails to deliver against
expectations? *

Yes

No

Maybe

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4/11/22, 6:19 PM Identifying Project Leadership Style

How do you ensure that team members execute their tasks on time? *
Each team member has assigned to a leader. We do reviews regularly. And through milestone achievement.

How often do you hold strategic team sessions? *

Daily

Weekly

Monthly

When it needed

Not at all

How well do you delegate tasks to other employees? *

Very well

Somewhat well

Not at all

Do you work well under pressure? *

Yes

No

Maybe

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4/11/22, 6:19 PM Identifying Project Leadership Style

Do you define your goals before embarking on a project? *

Yes

No

Maybe

Project Complexity
Please answer following questions from the project you are currently working on

Project Team Size *

< 10

10 - 25

25 - 100

>100

Project Scope Complexity *

High

Medium

Low

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4/11/22, 6:19 PM Identifying Project Leadership Style

Financial or emotional interest of the project stakeholder? *

High

Medium

Low

How would you rate you project stakeholder communication? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate stakeholder satisfaction about ongoing project? *

Very Satisficed

Satisfied

Poor

Not Satisficed

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4/11/22, 6:19 PM Identifying Project Leadership Style

How would you rate your stakeholder verification and involvement about the project? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate the clarity of project requirement? *

Very Satisficed

Satisfied

Poor

Not Satisficed

How would you rate your project budget? *

Very Satisficed

Satisfied

Poor

Not Satisficed

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4/11/22, 6:19 PM Identifying Project Leadership Style

How would you rate the project uncertainty? *

High

Medium

Low

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