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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 Article
TL;DR: In this paper, the authors discuss the utility of project narratives as a basis for study of Project Leadership behaviors and competencies, which have been used in other fields such as Psychiatry and Health have however been rarely used in Project Management research.
Abstract: Leadership in the context of Projects has been a subject of research since the early 2000s. Most of these studies have either been based on in depth interviews or structured questionnaires or tested research instruments. Narratives which have been used in other fields such as Psychiatry and Health have however been rarely used in Project Management research. This paper which is based on the authors study of nearly 100+ Indian software export projects, is an attempt to discuss the utility of project narratives as a basis for study of Project Leadership behaviors and competencies.
01 Aug 2004
TL;DR: In this article, the authors suggest that adaptive changes in the situational leadership style adopted by the project manager toward his team during different sub-phases within the implementation phase in a project life cycle could enhance the probability of getting a higher degree of project success.
Abstract: The research in the field of project management has already highlighted leadership styles with respect to group and task needs in the project, individual performance levels, this paper is based on the assumptions that leadership challenges are far more dependent on the project life cycle and, more specifically, the sub-phases than previously discussed. This paper suggests that adaptive changes in the situational leadership style adopted by the project manager toward his team during different sub-phases within the implementation phase in a project life cycle could enhance the probability of getting a higher degree of project success. These changes in the leadership styles are necessitated by the timing element which plays a vital role in a given project situation arising the need to switch.
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