Project Manager to Project Leader? and the Rocky Road Between...
01 Jan 2002-
TL;DR: In this paper, the authors argue that the old image of a powerful project personality with a burning vision of the future state rounding up thetroops and charging off to Nirvana, is hardly consistent with modern management thinking.
Abstract: In recent years there has been a spate of publications on "Leadership" and “Team Building” bynumerous authors such as Bennis, Drucker, Covey, Depree, Byham, McLean and Weitzel,Dilenschneider, Fisher, Batten and others. Much of this has been directed to the "Captains of NorthAmerican Industry". However, in our opinion, leadership, management and team building, while allclosely allied, are sufficiently different in the project environment that they require special study.The old image of a powerful project personality with a burning vision of the future state rounding up thetroops and charging off to Nirvana, is hardly consistent with modern management thinking.Consequently, some of the current concepts of leadership and attributes required of the leader of anenterprise need to be carefully rethought when applied in the project context. That is, if a project is tosucceed and be viewed as successful. So the question is: What sort of leadership or management is themost relevant to project management in the decade of the 1990s and beyond?Considering the extent of management literature published in recent years, it might be thought that thisis no longer an issue. However, few writers actually define leadership and the context is generally not inthe project environment. To understand the difference, it is necessary to examine both the requirementsof a project team and the changes that occur through the project life cycle.
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01 Apr 2005
TL;DR: In this paper, a web-based survey was designed and developed from a detailed literature review, with 67 completed surveys collected, equating to a 45% response rate, aimed to find the reasons for project management turnover; examine the extent to which Project management turnover is associated with a particular phase of the project life cycle; and investigate the effects of project management turning over on project performance.
Abstract: Changes in management personnel - variously termed displacement, succession or just turnover- have been found by many to have significant negative effects on project performance. However, researchers have often ignored the organizational context of succession, the timing of succession relative to the organizational life cycle, and the type of transfer undertaken in control surfaces. It has also been suggested that the idea of specifically choosing a project manager to see the project completely through its life cycle needs to be discarded in favour of selecting at each phase point, a new project manager best suited to the anticipated project environment.
To examine this further, a web-based survey was designed and developed from a detailed literature review, with 67 completed surveys collected, equating to a 45% response rate. This aimed to: find the reasons for project management turnover; examine the extent to which project management turnover is associated with a particular phase of the project life cycle; and investigate the effects of project management turnover on project performance.
The most significant findings are that project management turnover occurs predominantly in the execution phase of the project life cycle and that the main reasons for the turnover event are career motives, including the need for personal development, and dissatisfaction with the organisational culture and project management role. The results confirm that the turnover event disrupts and negatively affects the performance of the project team, the project, and potentially negates the competitive advantage of organisations in which it occurs.
110 citations
TL;DR: The preliminary results generally support the proposition that effective leadership behaviors in any context are partly explained by leader traits, skills, and personality.
76 citations
TL;DR: In this paper, the authors conducted a web-based survey to examine the effect of turnover in the project management context and found that turnover occurs predominantly during the execution phase of the project life cycle, with the main causes being related to career and personal development.
75 citations
TL;DR: In this article, the authors examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multi-year cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.
Abstract: Purpose – Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.Design/methodology/approach – Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.Findings – Th...
47 citations
Cites background from "Project Manager to Project Leader? ..."
...Instead, effective leadership is the ability to get things done through others while winning their respect, confidence, loyalty, willing cooperation and commitment ( Verma and Wideman, 1994...
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TL;DR: In this article, the authors explore the leadership style of graduate project management students vs other MBA students and find that those with a balance between concern for task and concern for people leadership styles are good candidates for project management positions as well as training/education in project management.
Abstract: Purpose – The purpose of this research was to explore the leadership style of graduate project management students vs other MBA students.Design/methodology/approach – Graduate project management and MBA students attending a regional comprehensive university in USA returned surveys that assess their leadership style emphasis of concern for task or concern for people.Findings – Project management students rate themselves significantly higher on the concern for people leadership style and were found to have a balance between the concern for task and concern for people leadership style vs MBA students.Practical implications – Individuals exhibiting a concern for people leadership style and those with a balance between concern for task and concern for people leadership styles are good candidates for project management positions as well as training/education in project management.Originality/value – The paper shows that the selection and training of project managers based on bahavioral tendencies can relate to ...
33 citations
References
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Book•
01 Jan 1969TL;DR: A review of the book "Management of Organizational Behavior: Utilizing Human Resources, by Paul Hersey and Kenneth H. Blanchard" is given in this article.
Abstract: The article presents a review of the book “Management of Organizational Behavior: Utilizing Human Resources,” by Paul Hersey and Kenneth H. Blanchard.
4,190 citations
Book•
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01 Jan 1989
TL;DR: In this paper, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke, and others, in a new book.
Abstract: "In a penetrating, insightful new book, Bennis distinguishes leadership by focusing on 28 individuals, including Apple's John Sculley, Johnson & Johnson's James Burke", (Sloan Management Review), and others. "A solid work that illuminates its subject and engages (the reader).. . . Its ideas are wise enough to stand reexamination".--USA Today.
1,723 citations
Book•
01 Jan 1989
TL;DR: In this paper, a half-dozen or so people concerning their view of their organization's mission, vision, principles and values and fail to receive consistent, compatible, and unified answers, they should question to what extent the sharing actually exists.
Abstract: If you ask a half–dozen or so people concerning their view of your organization’s mission, vision, principles and values and fail to receive consistent, compatible, and unified answers, then you should question to what extent the sharing actually exists...
1,208 citations
Book•
01 Jan 1989
TL;DR: Batten offers new insights, focus, and lmotivation for all those committed to greater personal effectiveness as leaders and provides fuel for decisiveness in an age of uncertainty.
Abstract: Batten offers new insights, focus, and lmotivation for all those committed to greater personal effectiveness as leaders. In an age of uncertainty, it provides fuel for decisiveness. If you are committed to the success of your organization--and of the person in the mirror--this in your book for the 90s.
45 citations
Book•
12 Apr 1992
TL;DR: McLean and Weitzel as discussed by the authors present the requirements for leaders today and provide a platform to help you develop your own "leadership paradigm." You will learn how to build rapport, enhance credibility, and be persuasive.
Abstract: "The need for leaders in nearly every walk of life has indeed become critical, " state the authors of Leadership--Magic, Myth, or Method? "The relative scarcity of leadership nearly everywhere is cause for concern on the part of political, business, and other organized groups around the world." You probably agree with this statement. But are you willing to make decisions that affect other people? To be a leader? It is a huge responsibility. And even if you do have the inclination to lead others, you probably weren't born with any of the charismatic characteristics that all great leaders seem to have. So why bother? According to authors J. W. McLean and William Weitzel, the answer is simple. Your contribution is needed. And you can obtain the specific knowledge and skills you need--and that all leaders share. Leadership--Magic, Myth, or Method? lays out the requirements for leaders today and provides a platform to help you develop your own "leadership paradigm." You'll learn how to build rapport, enhance credibility, and be persuasive. You'll also come away with a new personal definition of leadership based on reality, not myth. The authors challenge the twelve most basic assumptions about leading others and the most common reasons for playing it safe as a follower, such as: leadership is just too complicated for me; leaders must know everyone else's job, as well as their own; leading is more stressful than following; leadership means being consistent. The book also provides a selective overview of pacesetting leadership studies, from the wisdom of Socrates and Plato to the contemporary models that form the base of successful leadership training today. You'll cover the principles ofleadership (self-knowledge, management, motivation, planning, and building relationships) and learn how to apply them in your relationships with others. You'll also learn the six key skills that every leader must possess, from communicating to problem solving. Leadership--Magic, Myth,
19 citations