Journal of Economic Development, Management, IT, Finance and M.docx

Journal of Economic Development, Management, IT, Finance
and Marketing, 5(2), 1-31 Sept 2013 1
An Empirical Study of Leadership Styles
Cameron Boykins, Scott Campbell, Michelle Moore, Shikha
Nayyar
Drexel University, USA
[email protected], [email protected], [email protected],
[email protected]
Abstract
This study examined the usage of different leadership styles as
they relate to position, industry and
various situations. Both project team members and project
managers from four different industries
completed surveys. Initially, we believed that participant’s
position, industry and different
situations would have no effect on the leadership styles being
employed in a project, and our target
was to find the best leadership style. Upon deeper analysis of
the data gathered from various

industries, the results were surprisingly different. The analysis
of the study revealed how the
participant’s position and industry affected the leadership styles
and how the opinions of both the
Team Members and Project Managers change when subjected to
various circumstances. Some
very interesting questions and situations have been analyzed in
this report even though the number
of subjects and industries surveyed were limited in scope.
Keywords: Leadership style, project managers, team members
Introduction
In terms of leadership styles a wide variety exists for one to
employ. There isn’t firm consensus as
to which styles prove to be the most effective. Different
situations call for different approaches,
however, is there a correlation between industry, team
demographics, and age as to which method
is most utilized? The team seeks to examine these numerous
methods of managerial leadership to

determine which are most applied and considered most
effective. Furthermore, respondents were
mailto:[email protected]
asked which style they preferred their own managers to employ.
As a counterpart, the team was
also interested in understanding which styles were least
utilized. A sample of thirty respondents
from four different industries and backgrounds were surveyed to
assist the team with several
questions. First, a short series of demographic questions were
asked of the respondents to
determine the makeup of the sampling pool. Ideally, the group
sought to survey a diverse pool of
male and female managers and team members. Also, different
ages were examined as a way of
determining if there are new trends emerging in management.
Second, a variety of situationally
based questions were asked to determine which method would
be applied under given

circumstances. This revealed what method managers employed
despite earlier notions of what
styles they preferred. Both qualitatively and quantitatively, the
group believes that the results will
reveal that a mix of styles will be applied for various
circumstances, and indeed in real life
situations. If a manager is met with changing scenarios then a
mix of styles will be employed.
Literature Review
Command & Control Leadership
According to the article, Five Leadership Styles for Successful
Project Management, the Command
& Control Style is a form of leadership that is useful in
situations in which one is more familiar
with what is needed to execute an objective and the
person/persons that one are working with are
unfamiliar. The Command & Control style is utilized mainly
when there is a crisis or when
working with individuals who are not knowledgeable about a
particular task. People who have
little to no knowledge about a task or assignment need
direction, which makes it useful to use this

technique with beginners. Those who are very effective
managers are able to determine when it is
necessary to use this technique, as it is not a very popular
leadership style amongst project team
members (Meyers, 2012).
A leader utilizing the Command & Control style of management
can be very helpful in getting an
organization back on the right track. This type of leader is
excellent in problem solving and dealing
with challenges that arise throughout a project, as well as
helping to find solutions or alternative
ways to handle situations. Command & Control leaders work
best when directive leadership is
expected. An example of this would be the military, in which
there is one clear-cut leader and
subordinates that follow his direction.
In the article, How Command and Control as a Change
Leadership Style Causes Transformational

Change Efforts to Fail, it points out that Command & Control is
centered on keeping power over people and processes within an
organization. In projects that can
be separated or protected from outside influences and the outset
and the plan of the project can be
created and performed through a number of stabilized
circumstances. In a Command & Control
environment, employees don’t have to change significantly and
do not have to be fully on board
with a project to ensure that it is successful. However, this does
not mean that a project under this
type of leadership will be successful, especially in projects in
which there is a transitional period.
These projects are rarely successful when using Command &
Control (Anderson, Anderson, 2013).
An article entitled, The Command and Control Management
Method points out one of the
downsides to the Command & Control Style approach. The
article says that oftentimes,
management may not have much time to micromanage an entire
team, especially when there are
not many managers. With projects in which everyone is working
on something different, this type

of management can really prove ineffective because
management may take place for an instance,
but will disappear over time due to a manager having to be
responsible for micromanaging other
members of the team. This can cause major problems because a
manager will not be able to see if
what they were responsible for managing was executed
effectively to create the outcome desired
(Spolesky, 2006).
Relations-Oriented Leadership
The article Five Leadership Styles for Successful Project
Management states, “effective managers
build rapport among people on their team. They encourage them
to bond with each other, work as
a team and focus people on common goals” (Meyers, 2012).
Leaders utilizing the Relations-
Oriented style of management focus on motivating other team
members as well as their overall
well-being.

An article entitled, Tasks vs. Relationship Leadership Theories,
illustrates that a Relations-
Oriented leader is one that is more concerned about their
interactions with people and as “those
who often act as mentors to their subordinates.” These leaders
take time to set up appointments
with their employees and take the feedback given as a factor in
the decision- making process and
try to make the work environment as enjoyable and positive
(Morley, 2013.)
Leadership Styles - Leadership Skills from Mindtools, outlines
many of the qualities of the Relating
style of management. Leaders who take on this type of
management are focused on “organizing,
supporting and developing the people on their teams.” This
style works well in that it encourages
participation and working as a team to execute goals. These
types of leaders encourage strong

communication and the utilization of good collaboration and
teamwork. With Relations-Oriented
leadership, everyone is treated equally on the team and are very
approachable.
These types of leaders focus on the everyone’s well-being in the
group and try to make themselves
as available as possible for those members in need of advice.
The article also addresses the benefits
and downsides of this type of leadership. It illustrates that “the
benefit of this leadership style is
that people-oriented leaders create teams that everyone wants to
be a part of” and oftentimes,
members of a team will be more than likely to take risks due to
the fact that they have a leader that
will provide them with support. In regards to the downside of
Relations-Oriented leadership, it
states that “some leaders can take this approach too far”, and
may put more focus into their team’s
development as opposed to task (MindTools.com, 2013).
Hands-On Leadership
Five Leadership Styles for Successful Project Management
states that the Hands-On style of

management is most effective “when project managers need to
step in and get a job done” (Meyers,
2012).
A piece by writer Linda Ray entitled, What is Hands-On
Leadership? describes true Hands-on
leadership as being able to fully assume the role of leadership,
steering from the front, and having
the ability to work together with employees to achieve the
objectives that the company has in mind.
An article from another website, written by Eryn Travis, also
entitled What is Hands-On
Leadership? defines hands-on leaders as those who “straddle the
worlds of leadership and
management by creating a vision and modeling behavior but
never completely detaching from the
day-to-day needs and operations of the business.” Hands-on
leadership entails the blending of
leadership with management and giving feedback on a
consistent basis, establishing coaching

sessions with employees, demonstrating by example, and
keeping the line of communication open.
An advantage that comes with this style is having both the
positive and negative organization and
customer news because this allows a hands-on leader to have a
better understanding of the industry
they are in. A disadvantage is that the Hands-On style of
leadership may not be useful in situations
in which there may be en experienced and effective worker
already performing at a high level
(Travis, 2013).
The piece, Hands on Managers vs. Micromanagers discusses
some of the basics, as well as pros
and cons of Hands-On style management. A manager that uses
this approach
is involved along with employees that are working on tasks.
One of the pros of Hands-On managers
is their ability to lead by example, due to their “willingness to
engage in the same type of work as
their employees.” As a result, they are also more cognizant of
members that need to be coached or
trained. However, this close involvement with employees can
also be negative, because it can

“alienate workers and prevent the manager from supervising and
coaching his team” (Kokemuller,
2013).
Coaching Leadership
The Coaching Management is described in the article, Five
Leadership Styles for Successful
Project Management, as a style that is meant to help with the
development of people from a long-
term standpoint. Leaders using this style advise their team
members and then follow up with them
to make sure that their goals are met on time (Meyers, 2012).
The article, 6 Leadership Styles, And When You Should Use
Them, expresses similar sentiments
on leaders that take on the Coaching style. It mentions that a
coaching leader “develops people for
the future” and as a style that is most effective “when the leader
wants to help teammates build

lasting personal strengths that make them more successful
overall.” The article also points out that
this technique is least effective when members of a team are not
open to feedback or willing to
learn (Benincasa, 2012).
Another article titled, How Coaching as a Leadership Style
Boosts Morale, goes in more depth
about the Coaching leadership style, naming five reasons for
why it works. The article notes these
five reasons for its success, saying that “coaching levels the
playing field, coaching builds up
confidence and competence, coaching promotes individual and
team excellence, coaching
develops high commitment to common goals and coaching
produces valuable leaders.”
The Coaching style of leadership is also good for boosting
morale. Leaders are able to boost the
morale of team members by trying to find areas in which they
are strong and weak in and being
able to tie these in with a team member’s career goals. Leaders
who are good at utilizing the
Coaching style are able to assign challenging tasks. For leaders
looking to build up another’s skill

capacity, the Coaching leadership style is very effective and
intelligent from an emotional
standpoint.
The article also discusses how some managers used Coaching
management on their selves as a
way of self-coaching and were able to find solutions to their
own problems with good results. As
a result, these managers became more confident and more in
control, as well as experiencing a
lesser amount of stress (Henson, 2013).
Democratic Leadership
The Democratic management style emphasizes the importance
of input from team members. The
article, Five Leadership Styles for Successful Project
Management describes the Democratic style
as being about building the team consensus and being great
when managers use it in planning. It

is beneficial in planning because the input that gained from
people, especially those that actually
implement the plan, it will become “reality-based” and it
minimizes the chance of leaving
something out that is critical to an objective. The article also
says great managers use Democratic
leadership in planning because it gives people the perception
that “their voice has been heard and
they own the plan.” This method of democratic planning makes
all parties involved want to buy-
in to the plan (Meyers, 2012).
According to the article from MindTools.com entitled,
Leadership Styles –
Leadership Skills from Mindtools.com, democratic leaders are
able to make final decisions while
also including team members in the process of making
decisions. Democratic leaders encourage
creativity amongst the team, and members of the team are also
very engaged in the projects.
Mentioned in the article are also some of the positives and
negatives of the Democratic
management style. Due to the inclusion of team members in
many of the decisions made regarding

the project, team members are said to be very satisfied with
their job and production. This enables
team members to feel like they are in control of the outcome,
which makes them more motivated
to work in an efficient manner other than just for the reward
they receive from a financial
standpoint.
One of the downsides to Democratic leadership is that it can
take time for participation to occur,
which can slow down the decision-making process. However,
the result of this approach is good
when it is essential to work as a collective unit, and also “when
quality is more important than
efficiency or production.” Another negative that comes with this
style of leadership is that because
it is better used when working as a group and in a patient
manner, it can “hinder situations when
speed or efficiency is essential.” This is true in situations in
which there is a crisis and a team does

not have the time needed to gather opinions from everyone. In
addition to this, team members may
not be knowledgeable enough to give high quality feedback
(MindTools, 2013).
An article on leadership-toolbox.com entitled The Democratic
Leadership Style describes the
Democratic leadership style as being a very open style of
leadership in which discussion amongst
the team is free-flowing. It involves the encouragement of
people sharing their ideas, and then
processing the ideas to figure out the best solution possible.
Some good fits that were listed as
good first for Democratic leadership were creative groups that
focus on advertising or design,
consulting, most of the service industry, and education.
One of the ways in which this style is most effective is when the
line of communication is open.
Everyone needs to feel comfortable enough to communicate
their ideas so that all options are
examined. Another way in which this style can be successful is
when the discussion is focused. It

cannot be a random assortment of ideas. The leader is
responsible for keeping the discussion on-
topic (Leadership-Toolbox, 2008).
Methodology
Participants
Participants included 21 project team members and nine project
managers (19 males and 11
females) in four different industries. The project team members
included personnel from shared
services as well as personnel from the project management
office. All participants were also
categorized into five specific age groupings.
Materials
A questionnaire (Appendix A) was developed with four
demographic questions and nine scenario
based questions relating to project management leadership. Each
of the nine questions had six
answer choices, five predetermined leadership styles, and blank

line where the participant could
write in their own answer to the question. There was comments
section provided on the last page.
Each participant would receive a paper or electronic copy of the
questionnaire.
Procedure
Individuals volunteering for the study were provided a brief
description of the study and asked to
complete the demographics questions prior to starting the
survey. The individuals were briefed on
the five predetermined project management styles. They were
also briefed that they could select
to insert a different leadership style if they believed that none
of the five would be correct for the
scenario. Each member of the study was provided a paper or
electronic copy of the questionnaire.
The participants were asked to put a check in the box next to the
answer that they believe to be
correct. At the end of the questionnaire participants were given
a comments section to expound on

any of the questions or to comment about project management
leadership in general. All
participants were given 4 days to complete the survey and
return it to the individual who provided
it to them. The complete survey was conducted over a twelve
day period from 21 November to 3
December 2013, in Virginia, Maryland, New Hampshire and
Colorado.
Description and Analysis of Project
Data gathered (Appendix B) is analyzed using various statistical
tools. The group analyzed data
and divided it into two parts: Quantitative and Qualitative
analysis.
Quantitative Analysis
In this analysis, the main focus was on the data gathered from
Q1, 3, 4 and 5 of Appendix A. This
analysis has been divided into further subgroups. These are:
(i). Least and Most utilized methods
Graph 1: Analysis of Q1 of questionnaire showing the most and
least utilized method based on

Gender (F=Female and M=Male)
Based on the analysis of Q1of questionnaire, the group can
analyze that method ‘E’ i.e. ‘The
Coaching Management Style’ is the most utilized style with 11
participants out of 30 opting for it.
3 1
5
21
6
3
1
6
2
0
5
10
15
A B C D E F
F M

On the other hand, for least utilized method, there is a tie
between method ‘A’ and ‘D’ i.e. ‘The
Command and Control Style’ and ‘The Hands-on Style’
respectively.
(ii). Team Members response v/s Project Managers response
Row Labels A B C D E F Grand Total
PM 1 2 2 2 2 9
TM 7 2 1 9 2 21
Grand Total 1 9 4 1 11 4 30
Table1: Response table of Project Managers (PM) and Team
Members (TM) for Q1of
questionnaire
Graph 2: Analysis of Q1of questionnaire showing the difference
in response between Project
Managers and Team Members
Based on the analysis of Q1 of questionnaire and from the Table
and Graph above, we can conclude

that Project Managers do not have an inclination towards any
one specific style. On the other hand,
Team Members have a huge inclination towards style ‘E’ and
‘B’ i.e. ‘The Coaching Management
Style’ and ‘The Relating Management Style’.
0
5
10
15
20
25
PM TM
F
E
D
C
B
A

(iii). Effect of leadership styles on various industries
Row Labels B C D E
Grand
Total
EDUCATION INDUSTRY 0.00% 66.67% 0.00% 33.33%
100.00%
GOVERNMENT
CONTRACTING 23.08% 7.69% 0.00% 69.23% 100.00%
LOGISTICS 16.67% 50.00% 0.00% 33.33% 100.00%
MEDICAL DEVICES INDUSTRY 25.00% 0.00% 12.50%
62.50% 100.00%
Grand Total 20.00% 20.00% 3.33% 56.67% 100.00%
Table 2: Percentage analyses of Q5 of questionnaire to detect
the effect of leadership
styles on various industries
Graph 3: Percentage analysis of Q5 of questionnaire to detect
the effect of leadership

styles on various industries
Based on the analysis of Q5 of questionnaire, one can see that
while some industries like
the ‘Government Contracting Industry’ and the ‘Medical
Devices Industry’ prefer method
‘E’ i.e. ‘The Coaching Management Style’, other industries like
the ‘Education
Industry’ and the ‘Logistics Industry’ have an inclination
towards method ‘C’ i.e. ‘The
Democratic Management Style’.
Qualitative Analysis
In this analysis, the main focus was on the data gathered of Q6,
7, 8, 9, 10 of Appendix A.
The analysis has been divided further into various situations:
(i). Situation-1
Graph 3: Responses of Project Managers (PM) and Team
Members (TM) for Q6 of

questionnaire
When a situation, where time was a constraint, was provided to
Project Managers (PMs)
and Team Members (TM), analyzed from Q6 of our
questionnaire that both PMs and TMs
preferred method of style changed to style ‘D’ i.e. ‘The Hands-
On Style’.
3
1
5
5
2
12
1 10
2
4
6
8
10
12

14
16
18
A B C D E F
PM TM
(ii). Situation-2
questionnaire
When subjected under a situation where the absence of a team
member would affect the
project deadline, the response of the Project Managers and the
Team Members shifted
drastically to method ‘D’ i.e. ‘The Hands-On Style’.
(iii). Situation-3

1
6
2
7
1
12
10
5
10
15
20
A B C D E F
PM TM
8
11
13
4
3
0

5
10
15
20
25
A B C E
PM TM
questionnaire
When a situation was provided to both PMs and TMs that in
case of a project where no-
one on the project team has worked with any of the others prior
to the project, which
management method would you prefer; we got a huge response
for method ‘B’ i.e. ‘The

Relating Management Style’.
Summary
1.
From the analysis of the data, there is a clear difference in
opinions of Project Managers
and Team Members and how their responses change when
subjected to different
circumstance. Project managers realized from the start that no
one management style was
applicable 100% of the time, and that situation along with the
ability of the team had a
determination in which leadership style would be used. In all
questions, the team members
selected twice as many options for answers as did the project
managers.
The group also analyzed that while the Team Members prefer a
specific method to be
employed by their Project Managers, the Project Managers
themselves prefer switching
between various methods when working on a particular project.
Team members
overwhelmingly selected the two “softest” style of management

(“Relating” and
“Coaching”) when asked which style they believed was best
when managing a project.
However their answers changed dramatically when given the
scenario based questions that
put them in the position of the project manager. The Team
members were more apt to select
“Hands-on” or “Command and Control”.
The study seems to conclude that no one particular management
style is correct any all
situations and that within the project teams, multiple
management styles are needed to get
the best results from all team members. It also seems to
conclude that particular industries
may manage projects differently, which raises additional
questions about the type of
individuals that work within specific industries and how they
manage or are managed. In

the end every leadership style is important when subjected to
particular circumstances.
Conclusion
As previously discussed in the summary the team’s initial
assumptions were proven both
correct and incorrect. From the limited pool of respondents we
gleaned that the softer
management styles were preferred overall to both manage with,
and to be managed with.
A slight preference was chosen for the coaching management
style over the relating style
but both have similar attributes. The least preferred methods
would be the (harder) styles
of management although the qualitative questions revealed their
necessity to get the job
done.
The demographics of the respondent pool, however small, might
offer a glimpse of the
future of Project Management. Despite age, gender, and
industry most of the respondents
seem to have similar inclinations towards softer styles being
utilized unless circumstances
require otherwise. This study demonstrates that effective

management correlates to the use
of a mix of approaches in team leading. It also provided an
exercise in empathy, as team
members were forced to reflect on how they would proceed in
given situations. Some of
the respondent’s answers were contradictory, in that their
preferred method of being
managed was not always their chosen method of handling crises.
Perhaps, respondents
completed the survey with a renewed sense of the complexities
that face their respective
managers. If there is any single conclusion to draw from our
data set it is that management
and leadership call for good judgment, and that judgment will
be needed to determine what
style to use, and when.

References
Spolesky, J. (2006, August 8). The Command and Control
Management Method - Joel on
Software. Retrieved November 19, 2013, from
http://www.joelonsoftware.com/items/2006/08/08.html
Anderson, D., & Anderson, L. A. (2013). How Command and
Control as a Change
Leadership Style Causes Transformational Change Efforts to
Fail | Change
Leader's NetworkChange Leader's Network. Retrieved
November 20, 2013, from
http://changeleadersnetwork.com/free-resources/how command-
and-control-as-a-
change leadership-style-causes-transformational-change-
efforts-to fail
Meyer, S. (2012, October 20). Five Leadership Styles for
Successful Project Management
|Lead on Purpose. Retrieved November 19, 2013, from
http://leadonpurposeblog.com/2012/10/20/five-leadership-

styles-for-successful-
project-management/
Kokemuller, N. (2013). Hands-On Managers Vs. Micromanagers
| Chron.com. Retrieved
November 26, 2013, from http://work.chron.com/handson-
managers-vs-
micromanagers-3516.html
Ray, L. (2013). What is Hands-On Leadership? | Business &
Entrepreneurship -
azcentral.com. Retrieved November 26, 2013, from
http://yourbusiness.azcentral.com/handson-leadership-
7838.html
Travis, E. (2013). What Is Hands-On Leadership? | Chron.com.
Retrieved November 26,
2013, from http://smallbusiness.chron.com/handson-leadership-
24933.html
MindTools (2013). Leadership Styles - Leadership Skills from
MindTools.com. Retrieved
November 26, 2013, from
http://www.mindtools.com/pages/article/newLDR_84.htm

Morley, M. (2013). Task vs. Relationship Leadership Theories |
Chron.com. Retrieved
November 26, 2013, from http://smallbusiness.chron.com/task-
vs-relationship-
leadership-theories-35167.html
Benincasa, R. (2012, June). 6 Leadership Styles, And When You
Should Use Them | Fast
Company | Business + Innovation. Retrieved November 26,
2013, from
http://www.fastcompany.com/1838481/6-leadership-styles-and-
when-you-should-
use-them
Henson, R. (2013, January 14). How coaching as a leadership
style boosts morale.
Retrieved November 26, 2013, from
http://blog.manageelitetraining.com/coaching-
boosts-morale/
Leadership-Toolbox (2008). The Democratic Leadership Style.
Retrieved November 26,
http://www.joelonsoftware.com/items/2006/08/08.html

http://work.chron.com/handson-managers-vs-
%09micromanagers-3516.html
http://work.chron.com/handson-managers-vs-
%09micromanagers-3516.html
http://smallbusiness.chron.com/task-vs-relationship-
%09leadership-theories-35167.html
http://smallbusiness.chron.com/task-vs-relationship-
%09leadership-theories-35167.html
when-you-should-%09use-them
when-you-should-%09use-them
http://blog.manageelitetraining.com/coaching-%09boosts-
morale/
http://blog.manageelitetraining.com/coaching-%09boosts-
morale/
2013, from http://www.leadership-toolbox.com/democratic-
leadership-style.html

Appendix A
Survey of PMs and TMs
Please answer the three demographic questions below before
proceeding to the
survey.
1) Industry currently employed in:
_________________________
2) Current Position: Project Team Member Project
Manager
3) Gender: Male Female
4) Age: 20-30 30-40 40-50 50-60 60+
Please choose one of the five styles of Management choices
below you feel is best for
managing projects. If none is applicable please select answer F
and provide your own
choice.
A. The Command & Control Style: The Project Manager
provides specific direction

for everything.
B. The Relating Management Style: The Project Manager
encourage the team to bond
with each other, work as a team and focusing people on common
goals
C. The Democratic Management Style: This style is all
about gaining buy-in and
building team consensus
D. The Hands-On Style: When the managers feels the need
to step in and get the job
done.
E. The Coaching Management Style: The Project Manager
understands the value of
asking questions that direct people to uncover their own
solutions. They advise and
follow up to be sure people meet their goals on time.
F. ____________________________

Q3. Which of the following leadership styles do you believe
most project managers
have?
A. The Command & Control Style
B. The Relating Management Style
C. The Democratic Management Style
D. The Hands-On Style
E. The Coaching Management Style
F. ____________________________
Q4. Which of the following leadership styles do you or your
project manager
currently have?

F. ____________________________
Q5. If you were a team member, which of the following
leadership styles would you
like your project manager to have?
F. ____________________________
Q6. If you find yourself in the middle of a situation where you

know that you won’t
be able to complete your project on time, which style would you
choose to succeed?
F. ____________________________
Q7. A team member is creating friction and bad chemistry for
the team but has very
good productivity. Other team members tell you that he needs to
be taken off, but
his productivity has been held in high regard by the project
sponsor. What

leadership style would you use to handle the situation?
F. ____________________________
Q8. A hard-working project team member calls out for a week
due to an illness.
Although he is one of the hardest working team members, his
absence could set the
project back 2 weeks after the original deadline. What
leadership style would you
use to continue toward a successful project outcome?

F. ____________________________
Q9. You are the project manager for a project where no-one on
the project team has
worked with any of the others prior to this project. Which of the
following leadership
styles would you first attempt to employ?
F. ____________________________

Q10. You are a member of a NEW project team. Which of the
following leadership
styles would you prefer your project manager to employ?
F. ____________________________
Comments:___________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________

_____________________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________
_____________________________________________________
___________________
Appendix B
Survey Demographics
Industry
Current
Position Gender Age
Q
1

Q
3
Q
4
Q
5
Q
6
Q
7
Q
8
Q
9
Q1
0
GOVERNMENT
CONTRACTING PM M 50-60 F E F E D B D B A
GOVERNMENT
CONTRACTING TM F 30-40 F F F E F E F B B
GOVERNMENT
CONTRACTING TM F 40-50 E F A E B E D E E
GOVERNMENT
CONTRACTING PM M 40-50 B B B E D B D B A

GOVERNMENT
CONTRACTING TM M 40-50 E B E E D B D B E
GOVERNMENT
CONTRACTING TM M 30-40 E B E E D A A B A
GOVERNMENT
CONTRACTING PM M 40-50 F B F E D B D C B
GOVERNMENT
CONTRACTING TM M 30-40 B B B B B B A B B
GOVERNMENT
CONTRACTING TM F 40-50 B A B B D A D B B
GOVERNMENT
CONTRACTING TM F 40-50 B C C E D B D B B
GOVERNMENT
CONTRACTING PM M 30-40 A D A B D B C B A
GOVERNMENT
CONTRACTING PM M 40-50 C B C C A B E B A
GOVERNMENT
CONTRACTING TM M 30-40 B E B E D E B A E
LOGISTICS PM M 50-60 C E C C D B D B E
LOGISTICS TM M 30-40 B B E E A C A E B
LOGISTICS TM M 20-30 E E E C D C D E E
LOGISTICS TM M 40-50 B C B B A E D B B
LOGISTICS TM M 40-50 C B B C D B D B E

LOGISTICS TM M 30-40 E C E E D E D B E
MEDICAL
DEVICES
INDUSTRY PM F 20-30 E A E E A B E B E
MEDICAL
DEVICES
INDUSTRY TM F 40-50 E E E E E B D B E
MEDICAL
DEVICES
INDUSTRY TM F 20-30 C A D B D B D C E
MEDICAL
DEVICES
INDUSTRY PM M 50-60 E C E E C B D B E
MEDICAL
DEVICES
INDUSTRY TM M 30-40 D E E D A B A C D
MEDICAL
DEVICES
INDUSTRY TM M 20-30 E B B E A E D B B
MEDICAL
DEVICES

INDUSTRY TM F 20-30 E A A E A A A B B
MEDICAL
DEVICES
INDUSTRY PM M 50-60 B A B B A E D B B
EDUCATION
INDUSTRY TM F 60+ F A A C D E A C C
EDUCATION
INDUSTRY TM F 60+ E D A E D B D B C
EDUCATION
INDUSTRY TM F 20-30 B D A C D B A C E

Appendix C
Summary of Survey
Question
s
Tables Graphs
Q1 Row
Labels PM TM
Grand
Total
A 1 1
B 2 7 9
C 2 2 4
D 1 1
E 2 9 11
F 2 2 4
Grand
Total 9 21 30
Q3 Row

Labels PM TM
Grand
Total
A 2 4 6
B 3 6 9
C 1 3 4
D 1 2 3
E 2 4 6
F 2 2
Grand
Total 9 21 30
1 2 2 2 2
7
2
1
9
2
0
2

4
6
8
10
12
A B C D E F
PM TM
2 3 1 1 2
4
6
3 2
4
2
0
2
4
6
8
10

A B C D E F
PM TM
Q4 Row
Labels PM TM
Grand
Total
A 1 5 6
B 2 6 8
C 2 1 3
D 1 1
E 2 7 9
F 2 1 3
Grand
Total 9 21 30
Q5

Row Labels PM TM
Grand
Total
B 2 4 6
C 2 4 6
D 1 1
E 5 12 17
Grand Total 9 21 30
Q6 Row Labels PM TM Grand Total
A 3 5 8
B 2 2
C 1 1
D 5 12 17
E 1 1
F 1 1
Grand Total 9 21 30
1 2 2 2 2
5

6
1
1
7
1
0
2
4
6
8
10
A B C D E F
PM TM
2 2 5
4 4
1
12
0

5
10
15
20
B C D E
PM TM
3 1
5
5
2
12
1 10
5
10
15
20
A B C D E F
PM TM

Q7
Row Labels PM TM
Grand
Total
A 3 3
B 8 9 17
C 2 2
E 1 7 8
Grand Total 9 21 30
Q8 Row
Labels PM TM
Grand
Total
A 7 7
B 1 1
C 1 1
D 6 12 18

E 2 2
F 1 1
Grand
Total 9 21 30
Q9 Row
Labels PM TM
Grand
Total
A 1 1
B 8 13 21
C 1 4 5
E 3 3
Grand
Total 9 21 30
Q10 Row
Labels PM TM
Grand
Total
A 4 1 5
B 2 8 10

C 2 2
D 1 1
E 3 9 12
Grand
Total 9 21 30
8
13
9
2
7
0
10
20
A B C E
PM TM
1

6
2
7
1
12
10
5
10
15
20
A B C D E F
PM TM
8
11
13
4 30
10
20
30

A B C E
PM TM
4 2 3
1
8
2 1
9
0
5
10
15
A B C D E
PM TM
Appendix D
Project Managers’ Comments

“While the different management styles are all unique, one
often has to adopt
combinations of management styles and at different stages of a
situation. This is what
makes an effective and successful manager- adapting to each of
these as subordinates are
all different, and learn and execute differently based on the
management. There is no
silver bullet approach.”
“An effective manager will be required to use multiple styles of
management in leading
his team and ensuring successful project completion. Although
individuals can represent
a single style for managing a project, a project manager must
have the knowledge, skill
and ability to shift his/her style of management depending in
the project, project team
and/or required outcome. A combination of each of the proposed
five styles is the better
approach.”
“Combination of all styles to effectively support project
execution and successful
completion of all project tasks.”

“You may have considered “negative” management styles as a
means to doing sensitivity
analysis of the five styles outlined in the survey. For example,
the “Hands-Off” style of
management, where the project manager refrains from stepping
in when the job needs to
get done, simply allowing his team to find a way to get the work
completed.”
“Regardless of which type of style a PM chooses, he must
always be in-charge. Some
situations require a more participative approach, yet other
require a more authoritative
approach. Situations and people usually dictate the type
required.”
Team Members’ Comments:
“As part of the shared services division, I tend to lean towards
the coaching management
style because it affords team members the opportunity to work
towards (with proper
guidance/support) as opposed to just being handed the answer.”
“Coaching style promotes growth, work hard for a paycheck,
work harder for a program,
work hardest for a person.”

“The right style is not hard and fast answer, even with the same
program, manager and
team. Probably best described as situational management, the
manager uses the style
appropriate to the given situation from the toolbox of styles
available to him/her.”
Reproduced with permission of the copyright owner. Further
reproduction prohibited without
permission.

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