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Project Management 6. Leadership
week 6
[object Object],[object Object],[object Object],[object Object],[object Object]
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
management
[object Object]
[object Object],What is Management?
[object Object],planning
[object Object],organising
[object Object],leading
[object Object],controlling
[object Object],Management planning organising leading controlling
Figure 1.1 The functions of management ( Bartol et al, 1998 , p7)
[object Object],What is Leadership?
[object Object],[object Object]
[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],An example
[object Object],[object Object],[object Object],[object Object],An example I am your manager
[object Object],[object Object],[object Object],[object Object],An example I have the authority to give you a performance bonus
[object Object],[object Object],[object Object],[object Object],An example I have the authority to give you a performance bonus
[object Object],[object Object],[object Object],[object Object],Another example
[object Object],[object Object],[object Object],[object Object],Another example I can also know how to do the job pretty well, and you want to learn
[object Object],[object Object],[object Object],[object Object],Another example I can also know how to do the job pretty well, and you want to learn
Leaders Managers Managers who are not leaders Leaders who are not managers People who are both managers and leaders
[object Object],Leaders Managers
[object Object],Leaders Managers
[object Object],leaders Managers
[object Object],leaders Managers
[object Object],leaders Managers
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
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 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 ,[object Object]
[object Object],Leadership and Managers are not the same thing
[object Object]
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[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
[object Object],[object Object]
[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object]
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
Figure 10.1  Network of stakeholders ( Gray & Larson, 2006 , p314)
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[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TABLE 10.1 Task-related currencies  Resources  Lending or giving money, budget increases, personnel, etc. Assistance  Helping with existing projects or undertaking unwanted tasks. Cooperation  Giving task support, providing quicker response time, or aiding implementation.  Information  Providing organizational as well as technical knowledge. Position-related currencies   Advancement  Giving a task or assignment that can result in promotion. Recognition  Acknowledging effort or abilities. Visibility  Providing a chance to be known by higher-ups or significant others in the organization. Network/contacts  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 (cont’d) Inspiration-related currencies Vision  Being involved in a task that has larger significance for the unit, organization, customer, or society. Excellence  Having a chance to do important things really well. Ethical correctness  Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance  Providing closeness and friendship. Personal support  Giving personal and emotional backing. Understanding  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.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 10.2  Dependencies for financial software installation project ( Gray & Larson, 2006 , p320)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 10.3  The significance of a project sponsor ( Gray & Larson, 2006 , p324)
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 10.4  Leading by example ( Gray & Larson, 2006 , p326)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Industry ethical guidelines ,[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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!
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Qualities of an Effective Project Manager ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leaders:
References ,[object Object],[object Object],[object Object]
Next Week ,[object Object],Reading: Managing Project Teams Topic:
http://flickr.com/photos/lumaxart/2137729430/ http://flickr.com/photos/lukemontague/257339079/ http://flickr.com/photos/dunechaser/2019456693/ http://flickr.com/photos/shadows_and_light/2072085898/sizes/sq/ http://flickr.com/photos/mjthomas43/289435126/sizes/sq/ http://flickr.com/photos/trvr3307/127632207/sizes/sq/ http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/ http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/ http://flickr.com/photos/beija-flor/52292046/sizes/sq/ http://flickr.com/photos/maniya/2731402919/sizes/sq/ http://flickr.com/photos/skistz/398429879/sizes/sq/ http://flickr.com/photos/jeffbelmonte/8228640/sizes/sq/ http://flickr.com/photos/craigwbrown/118034346/sizes/sq/ http://flickr.com/photos/cindy47452/2479210076/sizes/sq/ http://flickr.com/photos/gadl/366202554/sizes/sq/ http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/
http://flickr.com/photos/cmbellman/2772343336/sizes/sq/ http://flickr.com/photos/ppdigital/2327873620/sizes/sq/in/set-72157603263059146/ http://flickr.com/photos/jenicra84/2174260506/sizes/sq/ http://flickr.com/photos/eticas/2282480520/sizes/sq/ http://flickr.com/photos/worldeconomicforum/374706891/sizes/sq/ http://flickr.com/photos/meredithfarmer/315541970/sizes/sq/
BetterProjects.net ,[object Object],[object Object]

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Project Management Leadership Skills

  • 3.
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  • 5.
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  • 8.
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  • 10.
  • 11.
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  • 13.
  • 14.
  • 15. Figure 1.1 The functions of management ( Bartol et al, 1998 , p7)
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  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. Leaders Managers Managers who are not leaders Leaders who are not managers People who are both managers and leaders
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 35. Innovates Administers An original A copy
  • 36. Innovates Administers An original A copy Develops new things Maintains existing things
  • 37. Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus
  • 38. Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls
  • 39. 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
  • 40. 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
  • 41. 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
  • 42. 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
  • 43. 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
  • 44.
  • 45.
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  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76.
  • 78. Figure 10.1 Network of stakeholders ( Gray & Larson, 2006 , p314)
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  • 89.
  • 90. TABLE 10.1 Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwanted tasks. Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in promotion. Recognition Acknowledging effort or abilities. Visibility Providing a chance to be known by higher-ups or significant others in the organization. Network/contacts 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.
  • 91. TABLE 10.1 (cont’d) Inspiration-related currencies Vision Being involved in a task that has larger significance for the unit, organization, customer, or society. Excellence Having a chance to do important things really well. Ethical correctness Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance Providing closeness and friendship. Personal support Giving personal and emotional backing. Understanding 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.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96. Figure 10.2 Dependencies for financial software installation project ( Gray & Larson, 2006 , p320)
  • 97.
  • 98.
  • 99.
  • 100. Figure 10.3 The significance of a project sponsor ( Gray & Larson, 2006 , p324)
  • 101.
  • 102.
  • 103. Figure 10.4 Leading by example ( Gray & Larson, 2006 , p326)
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  • 108.
  • 110. Contradictions of Project Management Innovator! Maintain stability!
  • 111. Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork!
  • 112. Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined!
  • 113. Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined! Team loyalty! Organisational loyalty!
  • 114.
  • 115.
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  • 119.
  • 120. http://flickr.com/photos/lumaxart/2137729430/ http://flickr.com/photos/lukemontague/257339079/ http://flickr.com/photos/dunechaser/2019456693/ http://flickr.com/photos/shadows_and_light/2072085898/sizes/sq/ http://flickr.com/photos/mjthomas43/289435126/sizes/sq/ http://flickr.com/photos/trvr3307/127632207/sizes/sq/ http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/ http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/ http://flickr.com/photos/beija-flor/52292046/sizes/sq/ http://flickr.com/photos/maniya/2731402919/sizes/sq/ http://flickr.com/photos/skistz/398429879/sizes/sq/ http://flickr.com/photos/jeffbelmonte/8228640/sizes/sq/ http://flickr.com/photos/craigwbrown/118034346/sizes/sq/ http://flickr.com/photos/cindy47452/2479210076/sizes/sq/ http://flickr.com/photos/gadl/366202554/sizes/sq/ http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/
  • 121. http://flickr.com/photos/cmbellman/2772343336/sizes/sq/ http://flickr.com/photos/ppdigital/2327873620/sizes/sq/in/set-72157603263059146/ http://flickr.com/photos/jenicra84/2174260506/sizes/sq/ http://flickr.com/photos/eticas/2282480520/sizes/sq/ http://flickr.com/photos/worldeconomicforum/374706891/sizes/sq/ http://flickr.com/photos/meredithfarmer/315541970/sizes/sq/
  • 122.