This document summarizes a presentation on leadership competencies and challenges for project managers. The presentation covered: 1) An overview of leadership styles and the transition from manager to leader, focusing on managing tasks versus leading people. 2) Key leadership competencies like self-awareness, credibility, vision, empathy, and adaptability. It also discussed attributes and behaviors for effective team leadership. 3) Challenges leaders may face including working with stakeholders, virtual teams, ineffective leadership, and lack of self-awareness. 4) Next steps for leaders like conducting self-assessments, building networks, seeking feedback, and practicing authentic leadership behaviors through review and reflection.

1. APM Scotland Conference
Teri Okoro PhD, RIBA MAPM, Chair APM WiPM SIG
Director TOCA, Non-Executive Director
10 September 2015
1
Leadership : Competencies
and Challenges

2. Session - Overview
Introduction – Context of projects and leadership
Leaders and Leadership
Leadership Competencies and Capabilities
Leadership Challenges
Next Steps

3. Project Failures Project Success
Project 2020 – world in which all projects succeed
Barriers to success & Nature of Success
Tools and methods insufficient
Relationships important
FROM MANAGING TASKS TO INFLUENCING & LEADING
Introduction
3

4. 4
LEADERS AND LEADERSHIP
Transformational
Transactional
Situation
Behaviour
Personality

5. Leaders and Leadership
Exercise
TRANSITION FROM MANAGER TO LEADER
 Review of own experience
 Implication for what you do and how you interact
 Balance between the two elements
 Skills required
5

6. Leaders and Leadership
Review
TRANSITION FROM MANAGER TO LEADER
Managing
Tasks
Rational
Authority
Methods
Tools
Telling
Reactive
6
Leading
People orientated
Attitudes
Behaviours
Vision
Asking
Motivating
Empowering
Proactive

7. Leaders and Power
7
Strategic Leader
Operational
Leader
Team
Leader
Team
Member
Position and Role
Control of resources
Control of information
Relationships &
networks
Skills and knowledge
Personality

8. Leaders 4
8
Ashridge

9. Competencies 1
9
SELF AWARENESS
 Emotionally intelligent (Golman)
Self awareness
Social Awareness
Self Management
Relationship Management

10. Competencies
10
KEY THEMES
Self-confidence Credibility Energy
Self-awareness Sociable communicator
Empathy Trustworthiness Decision-maker
Open-minded Visionary Analytical
Strategic Adaptability Political awareness
People-focused Change agent Socially responsible
Authentic

11. Competencies - Attributes
TEAM
Trust Open
Support Share information
Leverage strengths Common objectives
Synergy Bond
Respect Diverse
Clear roles Innovative
Question
11

12. Competencies - Behaviours
TEAM
Use past experience of success
Involve others in the vision
Identify skills and experience
Provide challenges & welcomes challenges
Create opportunities
Listen
Explains decisions
Delegate
Grow talent and the weak
Encourage networking 12

13. Competencies 3
Organisational
External context
Results Focus
Inclusive Vision
Remove career progression obstacles
Relevant experience
Personal development/specific skills
13

14. Competencies 4
LEADERSHIP STYLES
 Guide
– Who clarifies the task: - offers advice
gets members to feel ownership
 Consultant
- Who broadly outlines the task: - invites discussion
and ideas
- ensures team agrees action
 Facilitator
- Who gives overall direction: - delegates full
responsibility to the team
- expects team to report on progress
BE PREPARED TO ALTER YOUR STYLE 14

15. Self
Lack of self awareness
Unconscious behaviour
Imposter Syndrome 15
Challenges

16. Challenges
Stakeholders
Proactive
Communicate
Consult Regularly
Develop Relationships
Awareness of their constraints
Keep it Simple
Compromise
16

17. Challenges
Team
Virtual Teams
Competition Culture
Lack of Role Model
Too Large
Varying Objectives
Rogue Autocrat
Not sharing common values
Group Think
17

18. Challenges
Ineffective Leaders
Don’t get best from people
Blame others
Take credit
Do and don’t lead
Don’t engage
18

19. Next Steps
19
Self Assessment
Address key Gaps
Build your Networks
Timely Feedback
Authentic Leadership Behaviours
Review and Reflect on Practice

20. Resources
 APM BoK
 APM Competence Framework
 Project Leadership by Sarah Coleman and
Donnie MacNicol
 Project Leadership by Susanne Madsen
 Sources
 Malala youssfhai bricplusnews.com
20

21. Thankyou
Questions
21

22. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events