Leadership and The Project Manager 04-01. Copyright © 2013 Pearson Education Chapter 4 Learning...
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Transcript of Leadership and The Project Manager 04-01. Copyright © 2013 Pearson Education Chapter 4 Learning...
Copyright © 2013 Pearson Education
Chapter 4 Learning ObjectivesAfter completing this chapter, students will be able to: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.
04-02
Copyright © 2013 Pearson Education
Chapter 4 Learning ObjectivesAfter completing this chapter, students will be able to: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.
04-03
Leadership
“The ability to inspire confidence and support among the people who are needed to achieve organizational
goals.”
Project management is leader intensive!
Copyright © 2013 Pearson Education 04-05
Leaders Vs. ManagersManagers have official titles in an
organization
Leaders focus on interpersonal relationships rather than administration
Important differences exist between the two on:
•Creation of purpose •Outcomes
•Network development •Execution
•Focus timeframe
Copyright © 2013 Pearson Education 04-05
Differences Between Managers and Leaders
04-06
administer
Demand respect
maintain the status quo focus on systems
strive for control
short-term view
focused on the bottom lineimitate
do things right
state their position
innovate
Command respect
develop new processes focus on people
inspire trust
have long-term goal
focused on potentialoriginate
do the right thing
earn their position
LEADERS
MANAGERS
Copyright © 2013 Pearson Education Figure 4.2
How the Project Manager LeadsProject managers function as mini-CEOs
and manage both “hard” technical details and “soft” people issues.
Project managers:acquire project resourcesmotivate and build teamshave a vision and fight firescommunicate
Copyright © 2013 Pearson Education 04-07
Acquiring Resources Project are under funded for a variety of
reasons:
vague goals
no sponsor
requirements understated
insufficient funds
distrust between managers
Copyright © 2013 Pearson Education 04-08
CommunicationIt is critical for a project manager to maintain strong contact with all stakeholders
Project meetings feature task oriented and group maintenance behaviors and serve to:
update all participantsincrease understanding & commitmentmake decisionsprovide visibility
Copyright © 2013 Pearson Education 04-9
Copyright © 2013 Pearson Education
Leadership & Emotional IntelligenceEmotional 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-awarenessSelf-regulationMotivationEmpathySocial skill
04-10
Traits of Effective Project LeadersA number of studies on effective project leadership reveal these common themes:
Good communication
Flexibility to deal with ambiguity
Work well with project team
Skilled at various influence tactics
Copyright © 2013 Pearson Education 04-11
Leading & Time OrientationAlignment
• timeline orientation• future time
perspective• time span• poly/monochronic• time conception
Skills• warping• creating future
vision• chunking time• predicting• recapturing the
pastCopyright © 2013 Pearson Education 04-12
What are Project Champions?Champions are fanatics in the single-minded pursuit of their pet ideas.
Champions can be:creative originatorsentrepreneursgodfathers or sponsorsproject managers
Copyright © 2013 Pearson Education 04-13
Champion RolesTraditional Duties
technical understanding
leadershipcoordination & controlobtaining resourcesadministrative
Nontraditional Duties
• cheerleader• visionary• politician• risk taker• ambassador
Copyright © 2013 Pearson Education 04-14
Creating Project Champions Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection
Free champions from traditional
management
Copyright © 2013 Pearson Education 04-15
New Project LeadershipFour competencies determine a project
leader’s success:1. Understanding and practicing the power
of appreciation2. Reminding people what’s important3. Generating and sustaining trust4. Aligning with the led
Copyright © 2013 Pearson Education 04-16
Project Management Professionalismo Project work is becoming the standard for many organizations
oThere is a critical need to upgrade the skills of current project workers
oProject managers and support personnel need dedicated career paths
Copyright © 2013 Pearson Education 04-17
Creating Project Managers
Match personalities with project
workFormalize commitment to project
work with training programs
Develop a unique reward system
Identify a distinct career path
Copyright © 2013 Pearson Education 04-18
Copyright © 2013 Pearson Education
Summary1. Understand how project management is a
“leader intensive” profession.2. Distinguish between the role of a manager
and the characteristics of a leader.3. Understand the concept of emotional
intelligence as it relates to how project managers lead.
4. Recognize traits that are strongly linked to effective project leadership.
04-19
Copyright © 2013 Pearson Education
Summary5. Understand the implications of time
orientation on project management.6. Identify the key roles project champions
play in project success.7. Recognize the principles that typify the new
project leadership.8. Understand the development of project
management professionalism in the discipline.
04-20