Leadership and the
Project Manager
Chapter 4Learning 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.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!”
_—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
gDifferences Between
Managers and Leaders
mncern:
Creation of Purpose
Developing a Network for
Achieving the Agenda
Manage.
Focus on plans and budgets;
creates steps, timetables for
achieving results and looks
for resources to support goals.
Organizes and staffs; creates
structure for achieving the
plans; delegates responsibility
and authority; develops
procedures to guide behavior;
creates monitoring systems.
ee
Establishes direction; creates
a vision and the strategies
needed to achieve it.
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.Differences Between
Managers and Leaders
Execution Controls and solves problems; _ Motivates and inspires;
monitors results and applies _ energizes people to overcomes
corrective action, obstacles and show personal
it ‘ive.
Outcomes Produces a degree of Produces change; challenges the
predictability and order; seeks _ status quo.
to maintain the status quo.
Focus Efficiency of operations Effectiveness of outcomes
Time-Frame Short-term, avoiding risks, Long-term; taking risks,
maintaining and imitating.
innovating and originating,Differences Between
Managers and Leaders
do the right thing
‘ommand respect
develop new processes a
ison people
innovate inspire trast
originate
focused on potential
earn their position
ave long-term goal
do things right Demand respect
maintain the status quo ‘ocus on systems
administer trive for control
imitate sed on the bottom line
state their position "~~short-term viewHow 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
_—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 materialMotivating 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
10Motivating and building teams
http://despair.com/motivation.html
1"Communication
/t is critical for a project manager to maintain strong
contact with all stakeholders.
/f 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 statusLeadership &
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 x
characterize 7 set |
emotional Stari a |
intelligence: .
\ }
\ J
Motivation
— 13Traits 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?
_— .Seven Essential Project
Management Abilities
Ws
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
_— .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
_— .Champion Roles
Traditional Duties
* technical
understanding
* team leadership
* coordination & control °
of activities .
* obtaining resources .
* administrative .
_—
Nontraditional Duties
cheerleader
visionary
politician
risk taker
ambassadorCreating 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
_— .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
—— .The “New” Project Leadership
Four competencies determine a project leader’s
success:
1. Understanding and practicing the power of
appreciation of other’s talents.
2. Reminding people what’s important
compared to the trivial many.
3. Generating and sustaining trust with team
members.
4. Aligning, not dominating team members.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 choiceChapter 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?Chapter 4 Review and Discussion
6. 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?
7. Why are project champions said to be better
equipped to handle the “non-traditional” aspects of
leadership?
s. 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.