Project Management

6. Leadership

 Develop and facilitate leadership,

team building, performance management, conflict management skills

Gray & Larson, 2006, Ch 10.

1. 2. 3. 4.
5. 6. 7.

8.
9.

Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager 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 leaders 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 An original

Administers A copy

Innovates An original Develops new things

Administers A copy Maintains existing things

Innovates An original Develops new things People focus

Administers A copy Maintains existing things System and structure focus

Innovates An original Develops new things People focus Inspires trust

Administers A copy Maintains existing things System and structure focus controls

Innovates An original Develops new things People focus Inspires trust Long term

Administers A copy Maintains existing things System and structure focus controls Short term

Innovates An original Develops new things People focus Inspires trust Long term Asks what and why?

Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when

Innovates An original Develops new things People focus Inspires trust Long term Asks what and why? Eye on the horizon

Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Eye on the bottom line

Innovates An original Develops new things People focus Inspires trust Long term Asks what and why? Eye on the horizon Does the right thing

Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Eye on the bottom line Does the thing right

Innovates An original Develops new things People focus Inspires trust Long term Asks what and why? Eye on the horizon Does the right thing

Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Eye on the bottom line Does the thing right

Leaders

Managers

Innovates An original Develops new things People focus Inspires trust Long term

Administers A copy Maintains existing things System and structure focus controls

(Bennis cited in Tozer, 1997).

Short term

Asks what and why? Eye on the horizon Does the right thing

Asks how and when Eye on the bottom line 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 cant 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

 Whats important to you

 Whats important to you

likely

 Whats important to you

likely

 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

 Project managers naturally compete with each other for resources and

 Functional managers depending upon how the project is organised can play

 Top management approves funding of the project and establishes the

 Project sponsors champion of the project and use their influence to

 Customers

define the scope of the project, and ultimate project

 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 Assistance Cooperation Information Lending or giving money, budget increases, personnel, etc. Helping with existing projects or undertaking unwanted tasks. Giving task support, providing quicker response time, or aiding implementation. Providing organizational as well as technical knowledge.

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

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

TABLE 10.1

Inspiration-related currencies
Vision Excellence Ethical correctness Being involved in a task that has larger significance for the unit, organization, customer, or society. Having a chance to do important things really well. Doing what is right by a higher standard than efficiency.

Relationship-related currencies
Acceptance Personal support Understanding Providing closeness and friendship. Giving personal and emotional backing. 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 (contd)

1. 2. 3. 4.

Leadership and Management Managing Project Stakeholders Influence as Exchange 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?

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

 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

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. 2. 3. 4.

Leadership and Management Managing Project Stakeholders Influence as Exchange 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. 2. 3. 4.

Leadership and Management Managing Project Stakeholders Influence as Exchange 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! Individuals! Maintain stability! Teamwork!

Contradictions of Project Management

Innovator! Individuals! Flexible! Maintain stability! Teamwork! Determined!

Contradictions of Project Management

Innovator! Individuals! Flexible! Team loyalty! Maintain stability! Teamwork! Determined! Organisational loyalty!

1. 2. 3. 4.

Leadership and Management Managing Project Stakeholders Influence as Exchange 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. 2. 3. 4.
5. 6. 7.

8.
9.

Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager 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.

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