Project Management

6. Leadership
week 6
Develop and facilitate leadership,

team building,

performance management,

conflict management skills

in an IT environment.
Gray & Larson, 2006, Ch 10.
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
management
management is about people
 What is Management?

Management is the process of achieving organizational goals through engaging

in the four major functions of planning, organizing, leading and controlling
(Bartol et al, 1998).
 planning

planning is the process of setting goals and

deciding best way to achieve them
organizing is the process of allocating and
arranging human and other resources

organising
 leading

leading is the process of influencing others

What is controlling about?

controlling
 Management

planning leading

organising controlling

Management is the process of achieving organizational goals through engaging

in the four major functions of planning, organizing, leading and controlling
(Bartol et al, 1998).
Figure 1.1 The functions of management
(Bartol et al, 1998, p7)
 What is Leadership?

Management is the process of achieving organizational goals through engaging

in the four major functions of planning, organizing, leading and controlling
(Bartol et al, 1998).
 The process of
influencing
others to achieve
organizational
goals
(Bartol et al, 1998).
People accept a leader’s influence because leaders have power
Where does power come from?
 legitimate power
reward power
expert power
information power
 legitimate power
reward power
expert power
information power

An example
 legitimate power
reward power
expert power
information power

An example

I am your manager
 legitimate power
reward power
expert power
information power

An example

I have the authority to give you a performance bonus

 legitimate power
reward power
expert power
information power

An example

I have the authority to give you a performance bonus

 legitimate power
reward power
expert power
information power

Another example
 legitimate power
reward power
expert power
information power

Another example

I can also know how to do the job pretty well, and you want to learn
 legitimate power
reward power
expert power
information power

Another example

I can also know how to do the job pretty well, and you want to learn
 Managers
who are not
leaders
Leaders who
are not
managers

Managers

Leaders

People who
are both
managers
and leaders
 Managers
Leaders

leader and manager are often used interchangeably

 Managers

Leaders

but the two should be distinguished

Some managers function as leaders, and this fits with the
definition of management

Managers leaders
Other managers do not function as leaders,

Managers leaders
and not all leaders are managers

Managers leaders
Innovates Administers
Innovates Administers

An original A copy
 Innovates Administers

An original A copy

Develops new things Maintains existing things

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

Long term Short term

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

Long term Short term

Asks what and why? Asks how and when

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

Long term Short term

Asks what and why? Asks how and when

Eye on the horizon Eye on the bottom line

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

Long term Short term

Asks what and why? Asks how and when

Eye on the horizon Eye on the bottom line

Does the right thing Does the thing right

 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

Long term Short term

Asks what and why? Asks how and when

Eye on the horizon Eye on the bottom line

Does the right thing Does the thing right

Leaders Managers
 Innovates Administers

An original A copy

Develops new things Maintains existing things

People focus System and structure focus

Inspires trust controls

(Bennis cited in Tozer, 1997).
Long term Short term

Asks what and why? Asks how and when

Eye on the horizon Eye on the bottom line

Does the right thing Does the thing right

Leaders Managers
 Leadership and Managers are not the same thing

http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin
Do projects need leaders or managers?
A project manager has many roles and responsibilities
Managing projects is managing complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
What are stakeholders?
You can’t do it all and get it all done
Projects usually involve a vast web of relationships
Hands-on work is not the same as leading
More pressure and more involvement
 More pressure and more involvement

will reduce your effectiveness as a leader

What’s important to you
What’s important to you

likely
 What’s important to you

likely

isn’t as important to someone else

Different groups have different stakes
 Different groups have different stakes

(responsibilities, agendas, and priorities)

in the outcome of a project.

Remember
 Remember

Project management is tough, exciting, and rewarding.

 Remember

Project management is tough, exciting, and rewarding.

so persevere
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
Figure 10.1 Network of stakeholders
(Gray & Larson, 2006, p314)
Project team

manages and completes the project work. Most participants want to do a

good job, but they are also concerned with other obligations and how their
involvement will contribute to their personal goals and aspirations
Project managers

naturally compete with each other for resources and support top
management. At the same time, they have to share the resources and
exchange information.
Functional managers

depending upon how the project is organised can play minor or major role
toward the project success, for example providing technical input etc.
Top management

approves funding of the project and establishes the priorities within the
organization. They define success, rewards for the successful completing of
the project. Significant adjustments in scope, time and cost
Project sponsors

champion of the project and use their influence to gain approval of the
project. Their reputation is tied to the success of the project
Customers

define the scope of the project, and ultimate project success rests in their
satisfaction. Project managers need to be responsive to changing customer
needs and requirements and to meeting their expectations
Administrative groups

such as human resources, information systems, purchasing agents,

maintenance etc. provide valuable support service.
Government agencies

Place constrains on project work. Permits need to be secured

Contractors

may do the actual work with team members

1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational
Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Task-related currencies
Resources Lending or giving money, budget increases, personnel,
etc.
Assistance Helping with existing projects or undertaking unwanted
tasks.
Cooperation Giving task support, providing quicker response time, or
aiding implementation.
Information Providing organizational as well as technical knowledge.

Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort or abilities.
Visibility Providing a chance to be known by higher-ups or
significant others in the organization.
Network/contacts Providing opportunities for linking with others.

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority TABLE 10.1
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Inspiration-related currencies
Vision Being involved in a task that has larger significance
for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than
efficiency.

Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.

Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.

TABLE 10.1 (cont’d)

1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Mapping Dependencies

for social networks

Project team perspective

Whose cooperation will be needed?

Whose agreement or approval will we need?

Whose opposition would keep us from accomplishing the project?

Stakeholders’ perspective

What differences exist between the team and those on whom the
team will depend?

How do the stakeholders view the project?

What is the status of our relationships with the stakeholders?

What sources of influence does the team have relative to the

stakeholders?
Figure 10.2 Dependencies for financial software installation project
(Gray & Larson, 2006, p320)
Characteristics of Effective Project Managers

initiate contact with key players

anticipate potential problems

provide encouragement

reinforce the objectives and vision of the project

intervene to resolve conflicts and prevent stalemates

 Management by Walking Around (MBWA)
A management style that involves managers spending the majority of time
outside of their offices in face-to-face interactions with employees
building cooperative relationships
 Managing Upward Relations

Project Success = Top Management Support

appropriate budgets
responsiveness to unexpected needs
a clear signal to the organization of the importance of cooperation

Motivating the Project Team

influence top management to favor team by
withdrawing unreasonable demands
providing additional resources
recognizing the activities of team members
Figure 10.3 The significance of a project sponsor
(Gray & Larson, 2006, p324)
Leading by Example
Highly visible, interactive management style which
allows building and sustaining cooperative
relationship and modeling project managers
behavior
6 aspects of leading by example
1. Priorities
2. Urgency
3. problem solving
4. standards of performance
5. Ethics
6. Co-operation
Figure 10.4 Leading by example
(Gray & Larson, 2006, p326)
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Industry ethical guidelines

www.pmi.org
Ethical dilemmas
Situations where it is difficult to
determine whether conduct is
right or wrong
• lagging of cost and time estimations
• falsely assuring customers that everything is fine
• being pressured to alter status reports
• falsifying cost accounts
• compromising safety standards to accelerate progress
• approving poor work
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project
Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Contradictions of Project Management
Contradictions of Project Management

Innovator! Maintain stability!

Contradictions of Project Management

Innovator! Maintain stability!

Individuals! Teamwork!
Contradictions of Project Management

Innovator! Maintain stability!

Individuals! Teamwork!

Flexible! Determined!
Contradictions of Project Management

Innovator! Maintain stability!

Individuals! Teamwork!

Flexible! Determined!

Team loyalty! Organisational loyalty!

1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project
Manager
9. Suggestions for Project Managers
Qualities of an Effective Project Manager

Systems thinker
Personal integrity
Proactive
High tolerance for stress
General business perspective
Good communicator
Effective time management
Skillful politician
Optimist
1. Leadership and Management
2. Managing Project Stakeholders
3. Influence as Exchange
4. Commonly Traded Organizational Currencies
5. Social Network Building
6. Ethics and Project Management
7. Contradictions of Project Management
8. Qualities of an Effective Project Manager
9. Suggestions for Project Managers
Leaders:
 References
Bartol, K. et al. (1998). Management – A pacific rim focus (2nd ed.).
Roseville, NSW: McGraw-Hill.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.).
Syd., NSW: Allyn and Bacon.
Tozer, J. (1997). Leading initiative – Leadership, teamwork and the
bottom line. Port Melb., Vic: Butterworth-Heinemann.
 Next Week

Topic: Managing Project Teams

Reading: • Gray & Larson, 2006, Ch. 11.

 http://flickr.com/photos/beija-flor/52292046/sizes/sq/
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 BetterProjects.net

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