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.
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.
3.
4.
5.
6.
7.
8.
9.

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

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

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

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

(Bennis cited in Tozer, 1997).

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.
4.
5.
6.
7.
8.
9.

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

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

isnt 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.
2.

Leadership and Management

Managing Project Stakeholders

3. Influence as Exchange
4.
5.
6.
7.
8.
9.

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.
2.
3.

Leadership and Management

Managing Project Stakeholders
Influence as Exchange

4. Commonly Traded Organizational

Currencies
5.
6.
7.
8.
9.

Social Network Building

Ethics and Project Management
Contradictions of Project Management
Qualities of an Effective Project Manager
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.
7.
8.
9.

Ethics and Project Management

Contradictions of Project Management
Qualities of an Effective Project Manager
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.
2.

4.

Priorities
Urgency
3.
problem solving
standards of performance
5.
Ethics
6.
Co-operation

Figure 10.4 Leading by example

(Gray & Larson, 2006, p326)

1.
2.
3.
4.
5.

Leadership and Management

Managing Project Stakeholders
Influence as Exchange
Commonly Traded Organizational Currencies
Social Network Building

6. Ethics and Project Management

7.
8.
9.

Contradictions of Project Management

Qualities of an Effective Project Manager
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.
5.
6.

Leadership and Management

Managing Project Stakeholders
Influence as Exchange
Commonly Traded Organizational Currencies
Social Network Building
Ethics and Project Management

7. Contradictions of Project
Management
8.
9.

Qualities of an Effective Project Manager

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

Leadership and Management

Managing Project Stakeholders
Influence as Exchange
Commonly Traded Organizational Currencies
Social Network Building
Ethics and Project Management
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.

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

9. Suggestions for Project Managers

Leaders:

References
Bartol, K. et al. (1998). Management A pacific rim focus (2 nd ed.).
Roseville, NSW: McGraw-Hill.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4 th 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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