Pinto pm5 Inppt 04

Project Management: Achieving
Competitive Advantage
Fifth Edition
Chapter 4
Leadership and the Project
Manager
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
4.1 Understand how project management is a “leader-
intensive” profession.
4.2 Distinguish between the role of a manager and the
characteristics of a leader.
4.3 Understand the key behaviors in which project leaders
engage to support their projects.
4.4 Recognize traits that are strongly linked to effective
project leadership.
Learning Objectives (2 of 2)
4.5 Identify the key roles project champions play in project
success.
4.6 Recognize the principles that typify the new project
leadership.
4.7 Understand the development of project management
professionalism in the discipline.
4.8 Recognize the important role ethics plays for successful
project leadership.
PMBoK Core Concepts
Project Management Body of Knowledge (PMBoK) covered
in this chapter includes:
1. Responsibilities and Competencies of the Project
Manager (PMBoK 1.7.1)
2. Interpersonal Skills of the Project Manager (PMBoK
1.7.2)
3. Manage Project Team (PMBoK 9.4)
4. Project Communications Management (PMBoK 10)
5. Manage Stakeholder Engagement (PMBoK 13.3)
Leadership
“The ability to inspire confidence and support among
the people who are needed to achieve organizational
goals.”
Project management is leader intensive!
Leaders Versus Managers
1. Exchange of purpose
2. A right to say no
3. Joint accountability
4. Absolute honesty
Figure 4.2 Differences Between Managers
and Leaders
How 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
Project are underfunded for a variety of reasons:
• Vague goals
• Lack of top management support
• Requirements understated
• Insufficient funds: A common reason for lack of resource support
for a project is that the company is constantly developing so
many projects that it cannot fund all of them adequately
• Distrust between project managers and top management:
Sometimes projects receive low funding because top
management is convinced that project managers are
deliberately padding their estimates to gain excessive funding.
Purpose of Meetings
1. Define project and team players.
2. Provide an opportunity to revise, update, and add to
knowledge base.
3. Assist team members in understanding role in project as
part of whole and how to contribute to project success.
4. Help stakeholders increase commitment to project.
5. Provide a collective opportunity to discuss project.
6. Provide visibility for project manager’s role.
Communication (1 of 2)
It is critical for a project manager to maintain strong contact with all
stakeholders.
Project meetings feature task-oriented and group maintenance
behaviors.
Table 4.1 Task and Group Maintenance Behaviors for Project Meetings
Task-Oriented Behavior Specific Outcome

1. Structuring process Guide and sequence discussion
2. Stimulating communication Increase information exchange
3. Clarifying communication Increase comprehension
4. Summarizing Check on understanding and assess progress
5. Testing consensus Check on agreement
Communication (2 of 2)
Table 4.1 [continued]
Group Maintenance Behavior Specific Outcome

1. Gatekeeping Increase and equalize participation
2. Harmonizing Reduce tension and hostility
3. Supporting Prevent withdrawal, encourage exchange
4. Setting standards Regulate behavior
5. Analyzing process Discover and resolve process problems
Characteristics of an Effective Project
Manager
1. Leads by example
2. Visionary
3. Technically competent
4. Decisive
5. A good communicator
6. A good motivator
7. Stands up to top management when necessary
8. Supports team members
9. Encourages new ideas
Characteristics of Project Managers Who
Are Not Leaders
Personal Flaw Organizational Factors
• Sets bad example • Lack of top management
support
• Not self-assured
• Resistance to change
• Lacks technical expertise
• Inconsistent reward system
• Poor communicator
• A reactive organization
• Poor motivator
rather than a proactive,
planning one
• Lack of resources
Leadership and 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 characterize emotional intelligence:
• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skills
Traits of Effective Project Leaders
One study on effective project leadership revealed these
common characteristics:
• Credibility
• Creative problem-solver
• Tolerance for ambiguity
• Flexible management style
• Effective communication skills
Essential Project Management Abilities
1. Organizing under conflict
2. Experience
3. Decision making
4. Productive creativity
5. Organizing with cooperation
6. Cooperative leadership
7. Integrative thinking
What Are Project Champions?
Champions are “fanatics” in the single-minded pursuit
of their pet ideas.
Champions can be:
• creative originator
• entrepreneur
• “godfather” or sponsor
• project manager
Champion Roles
Traditional Duties Nontraditional Duties
• Technical understanding • Cheerleader
• Leadership • Visionary
• Coordination and • Politician
control
• Risk-taker
• Obtaining resources
• Ambassador
• Administrative
Creating Project Champions
• Identify and encourage their emergence.
• Encourage and reward risk takers.
• Remember the emotional connection.
• Free champions from traditional project management
duties.
New Project Leadership
Four competencies determine a project leader’s success:
1. Understand and practice the power of appreciation.
2. Remind people what’s important.
3. Generate and sustain trust.
4. Align with the leader.
Right Management Choices in
International Setting
1. Develop a detailed understanding of the environment.
2. Do not stereotype.
3. Be genuinely interested in cultural differences.
4. Do not assume there is one way (yours) to
communicate.
5. Listen actively and empathetically.
Project Management Professionalism
• Project work is becoming the standard for many
organizations.
• There is a critical need to upgrade the skills of current
project workers.
• Project managers and support personnel need dedicated
career paths.
Creating Project Managers
• Match personalities with project work.
• Formalize commitment to project work with training
programs.
• Develop a unique reward system.
• Identify a distinct career path.
PMI Code of Ethics
The Project Management Institute’s code of ethics for
project managers consists of:
1. Responsibility
2. Respect
3. Fairness
4. Honesty
Normative Versus Behavioral Ethics e
• Normative ethics: What will a person or organization do in a given

situation?
• Behavioral ethics: Why do people behave the way they do in the
workplace?
Table 4.5 Normative Ethics and Project Manager Behaviors

Orientation Category Project Manager’s Responsibility
Process Deontological ethics explains the rules, maxims, Make sure processes are just, fair, and
norms, and principles to govern conduct. Moral reasonable and do not violate human
obligations concerning justice and fairness. Social rights.
contract theories.
Outcome Consequentialism defines right conduct in terms of the Maximize the overall value for the
alternative likely to produce the best overall outcome for stakeholders.
the stakeholders.
Character Virtue ethics focuses on the moral virtues of honesty, Exhibit exemplary personal conduct that
integrity, fairness, courage, care, and how they are serves as a model for others of how to act.
developed and nurtured.
Unethical Behaviors
Corruption is the abuse of entrusted power for private
gain.
• Petty corruption: everyday abuse of power by low-level
officials with ordinary citizens.
• Grand corruption: committed by relevant institutions
such as governments, corporations, or legal bodies.
Types of Corruption
Common types of corruption include:
1. Bribery
2. Extortion
3. Fraud
4. Abuse of Power
5. Embezzlement
6. Conflict of Interest
7. Nepotism
Summary (1 of 2)
1. 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 key behaviors in which project leaders
engage to support their projects.
4. Recognize traits that are strongly linked to effective
project leadership.
Summary (2 of 2)
5. Identify the key roles project champions play in project
success.
6. Recognize the principles that typify the new project
leadership.
7. Understand the development of project management
professionalism in the discipline.
8. Recognize the important role ethics plays for successful
project leadership.
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Project Management: Achieving

Task-Oriented Behavior Specific Outcome

Group Maintenance Behavior Specific Outcome

• Normative ethics: What will a person or organization do in a given

Table 4.5 Normative Ethics and Project Manager Behaviors

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