The document discusses the difference between managing and leading projects, emphasizing both the complexity of management and the need for leadership to drive change. It outlines five practices of exemplary leadership identified by Kouzes & Posner, focusing on modeling the way, inspiring a shared vision, challenging processes, enabling others to act, and encouraging the heart. Additionally, it highlights the importance of emotional intelligence in effective leadership, including self-awareness, social awareness, and social skills.

1. PROJECT LEADERSHIP AND
ETHICS
GROUP MEMBERS:
NEELAM PRIYA
UNNATI MATAI
NAMITA KULKARNI
RAKESH JAIN

2.  Introduction and Definition
 Managing v/s Leading a Project
 Modern Approach to Leadership
 5 practices of Exemplary Leadership
 Leadership styles
 Emotional Intelligence
 Ethics in projects , business
 Ethical Leadership
 Common Ethical Dilemmas
 Challenge to International Projects
 Diversity Wheel
OUTLINE

3. So what is Project Management?
The planning and organization of an organization's
resources in order to move a specific task, event or
duty toward completion
It is the process of planning, organizing,
coordinating, directing, and controlling the
activities of others
INTRODUCTION

4. Then what is Leadership?
It is of course different from management,
although they tend to overlap
Leadership can be considered as the process of
influencing others to get the job done effectively
over a sustained period of time.
INTRODUCTION

5. MANAGING v/s LEADING A PROJECT
Managing—coping with
complexity
Formulate plans and
objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among
time, costs, and project
scope
Leading—coping with change
Recognize the need to
change to keep the project
on track
Initiate change
Provide direction and
motivation
Innovate and adapt as
necessary
Integrate assigned
resources

6. Kouzes & Posner (2002) conducted research
for over 20 years on effective leadership
Found leaders are often ordinary people who help
guide others
Defined Five Practices of Exemplary Leadership to
help others become more successful leaders
MODERN APPROACHES

7. MODERN APPROACHES
5 Practices
Of
Exemplary
Leadership
Model
the Way
Inspire a
Share Vision
Challenge
the Process
Enable Others
To Act
Encourage
the
Heart

8. MODEL THE WAY
It refers to the most fundamental way in which
leaders earn and sustain credibility
You must believe in the values you express, but
those values must not be merely your own principles,
they must represent what the company stands for
The best leaders are distinguished by relentless
effort, steadfastness, competence, and attention to
detail
5 PRACTICES OF EXEMPLARY LEADERSHIP

9. INSPIRE A VISION
An Exemplary leader is exceptionally good at
imagining a future that does not yet exist
The leader must convince people that he
understands their needs and have their interests at
heart
Leadership is a dialogue, not a monologue
5 PRACTICES OF EXEMPLARY LEADERSHIP

10. CHALLENGE THE PROCESS
Most leadership challenges involve a change in the
status quo and they must therefore challenge the
current process. They must search for opportunities
to innovate, grow and improve
The Exemplary Leaders minimize the risk of failure
for others while making people feel safe and
comfortable in taking risks
Failure is also a valuable learning experience
5 PRACTICES OF EXEMPLARY LEADERSHIP

11. ENABLE OTHERS TO ACT
Leaders must strengthen others by increasing self-
determination and developing competence
Leaders make an environment that makes it possible
for others to do good work
In short, a leader must turn his or her followers into
leaders themselves
5 PRACTICES OF EXEMPLARY LEADERSHIP

12. ENCOURAGE THE HEART
The leaders should show appreciation for people’s
contributions and create a culture to recognize
accomplishments
For example, establish a public recognition program
that rewards performance. First of all, this serves to
align behavior with the cherished values expressed
5 PRACTICES OF EXEMPLARY LEADERSHIP

13. Kouzes & Posner (2002) conducted research
for over 20 years on effective leadership
Found leaders are often ordinary people who help
guide others
Defined Five Practices of Exemplary Leadership to
help others become more successful leaders
LEADERSHIP STYLES

14. LEADERSHIP STYLES

15. EMOTIONAL INTELLIGENCE
Social Awareness
 Seeing and understanding other people’s
emotions, perspectives, and being genuinely
concerned in the problems and interests
 Being perceptive about the currents of
everyday organization life, building networks,
and navigating through organizational politics
 Recognizing and meeting customer needs

16. EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

17. EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

18. EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

19. EMOTIONAL INTELLIGENCE
Self-Awareness
 Reading and understanding your emotions as
well as how your emotions impact your job
performance and those around you
 Realistically evaluating your strengths and
weaknesses
 Having a strong and positive sense of self-
worth

20. EMOTIONAL INTELLIGENCE
Self-Awareness
 Reading and understanding your emotions as
well as how your emotions impact your job
performance and those around you
 Realistically evaluating your strengths and
weaknesses
 Having a strong and positive sense of self-
worth