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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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Journal ArticleDOI
TL;DR: In this paper, 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 – The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un-reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction! Research limitations/implications – Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro-management). Originality/value – This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.

19 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; Bennis, 1989; Batten, 1991)....

    [...]

01 Jan 2002
TL;DR: In this article, the authors focus on those characteristics most relevant to a successful project leadership role and identify how different types of people might have to be selected to suit different project circumstances, such as differences between the major high-level phases of the project life cycle.
Abstract: Much discussion and research has taken place over the years attempting to classify personality types and their functionality in an organizational setting. The purpose of this paper is to focus on those characteristics most relevant to a successful project leadership role. It identifies how different types of people might have to be selected to suit different project circumstances. Such circumstances include differences between the major high-level phases of the project life cycle.

14 citations

Dissertation
01 Jan 2009
TL;DR: In this article, the role and requirements of Organization Development for IT industry of Pakistan are examined and the preferred Organization Development practices (the best practices) and methods (specially customized for Pakistani IT industry) for Organization Development are presented.
Abstract: “Information Technology” and “Organization Development” are the two expressions that rarely seem to appear before us collectively if we observe the Information Technology (IT) Industry of Pakistan. At national level many reforms have been made byGovernment of Pakistan for the uplift, sustainability, growth and development of IT Sector of Pakistan. It is indeed great to study the fact that national IT sector has seemingly shown massive improvements as far as fetching Gross Domestic Product (GDP) is concerned. Ignoring the consequences faced by the IT industry of Pakistan due to the political set backs, one can see clear and distinct growth in Information Technology Sector in Pakistan. Despite the fact, that everything seems so positive about IT sector of Pakistan compared to other industrial setups within Pakistan, the comparative growth of the IT sector has not been as promising as in other parts of South Asia despite similar cultural background. Many studies reveal and focus on the so called core economical, political and technological factors that are responsible for the low performance of IT sector of Pakistan with respect to other South Asian economies, but none seem to bring into focus and discuss the factors responsible for this declined performance at grass root level. Here the term “grass root level” refers to the factors that are responsible for low productivity, poor quality, low comparative performance and deprived business management practices of IT organizations of Pakistan.These grass root level factors may be termed as soft factors and factors related to Organization Development. This study argues that Organization Development practices needs enhanced focus for better organizational performance of IT organization in Pakistan and thereby highlights the importance of Organization Development framework for the high performance of IT sector of Pakistan.The study seeks to achieve several interconnected objectives.It examines the role and requirements of “Organization Development” for IT industry of Pakistan. It identifies deficiencies, issues and problems that arise due to inadequate focus of IT organizations of Pakistan on Organization Development methods and techniques and also presents analysis against all identified loopholes. In addition to this the study also presents the preferred Organization Development practices (the best practices) and methods (specially customized for Pakistani IT industry) for Organization Development. Focus is also laid on deployment methodologies as change management tool which can be used for practical implementation of the identified best practices and the customized methods. In summary this study helps to understand the deficiencies in general organizational setup of IT industry of Pakistan and at the same time assists the IT entrepreneurs, executives, senior management and policy makers within IT organization in Pakistan to revitalize their organizations for its long term stability, sustenance and high performance using Organization Development as a framework. This study can also prove to be beneficial for all investors within and outside Pakistan who intend to setup IT based organization in Pakistan. Emphasis is made on policy formulation and its management, employee behavior and psychology, human resource management, quality, productivity, process management and change management. All aspects of the study are presented, analyzed and explored with conscience concern of local culture.

14 citations

Journal ArticleDOI
01 Jan 2016
TL;DR: In this paper, the authors present the need of leadership quality among construction parties involved to steer a construction project successfully, and seek an opinion from a senior leader of a successful construction company regarding the need for these qualities amongst parties to resolve the construction issues.
Abstract: Issues that dominate the construction industry for the long time such as time overrun, cost overrun, quality of construction and also safety during the construction process are difficult to resolve because of several factors involved which amongst them are leadership quality in the industry. Solving these issues can make the industry more sustainable in nature. This paper presents the need of leadership quality among construction parties involved to steer a construction project successfully. Literature work found that 11 leadership qualities to ensure construction project success. From the frequency analysis, five most dominant leadership qualities are team building, communication skill, visioning, planning & strategy skill, and decision making. Beside the literature, this study also seeks an opinion from a senior leader of a successful construction company regarding the need of these qualities amongst parties to resolve the construction issues. The results from an interview session indicate that he fully agreed with the need of all the qualities in the construction industry. This shows that there is a strong relationship between solving the issues with the leadership quality in ensuring construction project success. These qualities should be further investigated to acquire a better representation of leadership quality in resolving construction issues for Malaysia construction industry.

7 citations


Additional excerpts

  • ...1 Communication skill √ √ √ √ 4 2 Team building √ √ √ √ √ 5 3 Decision making √ √ √ 3 4 Sense of responsibility √ √ 2 5 Visioning √ √ √ √ 4 6 Planning & strategy skill √ √ √ √ 4 7 Relationship management skill √ √ 2 8 Empowerment √ √ 2 9 Ethics √ 1 10 Influencing √ √ 2 11 Integrity √ √ 2 (Sources: A [23], B [24], C [25], D [26], E [27], F [28], G [29])...

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References
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Book
01 Jan 1969
TL;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
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