Lecture 3 Leadership

8/3/2019 Lecture 3 Leadership

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APP Lecture 3



Learning outcomesy Conceptof leadership

y Impact of managers on teams

y Qualities and skills required to manage othersy The importanceof eff ective communication and

methods of communicating whilst managing projectsand events.

y Delegation of tasks and activities.

y Motivating others

y Management techniques.



Role of leadership and management[Maylor, H. (2005) Project Management, 5th Ed. UK: Pearson]

y Management the technical discipline of applying andadministering authority o ver others which is given

through the formalised structural arrangement of theorganisation.

y Leadership the quality of obtaining results f rom

others through personal inf luence.

y Individual skills and attitiudes which the projectmanager possesses



Individual skillsand attitudes

Individual project

managers role

Management style

Test of managementeff ectiveness

Inf luenceon outcome

Individualmotivationsof team members

Natureof task

Organisationalculture

Organisationalstructure

Informaleducationand

trainingExperience

Personality Formal education

and training

The role of leadershipand management.(Maylor, 2005)



Project Managery R ole is to plan, organise, direct, control and motivate

people concerned with the achievement of the task.

y Understand all components and purpose of the task,and be able to eff ectively communicate these to theirteams.

y Man y of the skills are learnable, in particular personalmanagement.



The Four Phases of PM.

Phase Key issues Fundamentalquestions

Def ine the project Project and organisationalstrategy

What is to be done? Why is it to be done

Design the projectprocess

Modelling and planning,estimating, resource analysis,conf lict resolution, and justif ication.

Ho w will it be done? Who will be in v olved in eachpart? When can it start and f inish?

Deliver the project (do it!)

Organisation, control,leadership, decision-making and

problem solving.

Ho w should the project bemanaged on a day to day basis?

Develop the process Assessment of process andoutcomes of the project,evaluation, changes for thef uture.

Ho w can the process becontinually impro ved?



The project and the manager...y Each phase is equally as important as each other, in

ensuring success, which is why the project/event

manager requires a range of skills in order to completethe tasks to spec.

y The last phase has signif icant input into the

performanceof follo wing projects, as well asdetermining the success of the current project. Themanager should follo w through to the end.



Development of the project via the manager.Stage in projectcycle

Activity Description

Def ine the project Conceptualisation A nalysis

Generate explicit statement of needs.Identif y what has to be pro vided to meet thoseneeds is it likely to be f easible.

Design the projectprocess

Proposal

Justif ication

Agreement

Sho w ho w those needs will be met throughproject activities.Prepare and evaluate f inancial costs andbenef its f rom projectPoint at which go-ahead is agreed b y sponsor.

Deliver the project (do

it!)

Start upExecution

Completion Hando ver

Gather resources, assemble project teamsCarry out def ined activities

Time/money constraint reachedOutput of project passed to client/user

Develop the process R eviewFeedback

Identif y outcomes for all stakeholdersPut in place impro vements to procedures, f illgaps in kno wledge, document lessons for thef uture.



The 7 Ss of Project Management

Element Description

Strategy High level requirements of the project and the means to achieve them

Structure Theorganisational arrangement that will be used to carry out the project

S ystems The methods for work to be designed, monitored andcontrolled

Staff The selection, recruitment, management and leadershipof those working on the project

Skills The managerial and technical tools available to the projectmanager and the staff

Style/culture Underlying way of working/inter relating within theworkteam or organisation

Stakeholders Individuals and groups who have an interest in the project

process or outcome



Leadershipy In v olves inf luencing of others through the personality or actions of the individual.

y Idea that leaders are born and not made iscontentious and has been widely debated.

y Project management relies on individuals being able to manage processes and people, whilst at the same time,displaying leadership skills which motivate andencourage desired results.



A framework for the study of

managerial leadership [Mullins, 1999]

y Qualities/traits approach leaders are born and notmade. Focus on person and not the job.

y Functional/Group approach what leader actually does and the nature of the group. Leadership skillscan be learned.

y Leadership as a behavioural category leaderbehaviour and inf luence on group. Importanceof leadership style.



Continued...y Styles of leadership concerned with the eff ects of

leadership on those being led. Way f unctions of leadershipare carried out. Behaviour adopted b y leader to wards

subordinate staff .

y Situational approach/contingency models importance of situation. Belief that there is no one style of leadership appropriate to all situations.

y Transformational leadership process of re-engineeringmotivation and commitment, creating a vision fortransforming the performance of the organisation, andappealing to the higher ideals and values of the follo wers.



6 stages from autocratic to democratic leadership are...

1. Autocratic (isolated decision) PM solves problem on their o wn. No communication with team

2. Autocratic (informed decision) PM obtainsinformation f rom team and then decides on their o wn.

3. Consultative Autocratic (discuss with individuals) pm shares problem with team members individually,them makes decision on their o wn.

4. Consultative Autocratic (discuss with team) PMdiscusses with group then makes o wn decision.

5. Democratic pm shares problem with team and they make a decision together. Ma jority v ote.

6. Laissez-Faire PM gives problem to the team and they make the decision. Policy of non-interf erence.



y PM may use all of these methods throughout the

management of an event or project.

y Conceptof shared leadership is f undamental andbuilds eff ective teams requires participation and

in v olvement of all of the team members

y PM must delegate some authority to the team, andtherefore become more of a team member, whichallo ws team to participate in problem solving, decision making and accepting responsibility for projectachieving goals. Ownership of project.



Action Centred Leadership John Adair

Tasks needs

Individuals'needs

Teamsneeds



Action centred leadership...y Combines the motivation theories for the individuals

needs with the team building theories for the teamsneeds, and the project planning and control techniques

for the tasks needs.

y Individual needs should be considered f irst. Person unlikely to contribute if they are not connected to task.

y

Teams needs individual members must work togetherand interact as a team under a single point of responsibility (PM or team leader)

y Task needs deliver project objectives (scope, time, cost,quality) through eff ective planning and controls.



CommunicationThe purpose of the Communication Plan is to:

y identif y and describe all project stakeholders

y describe the communication needs of the projectstakeholders

y def ine ho w project stakeholders will be kept informedabout the project

y identif y the communication paths within the projecty ensure all information is consistent, accurate, and

timely



Communication planCommunication plans pull the

project/event together. It is theresponsibility of the PM to developproject organisational structure, butalso develop communication plan andlines of communication.



Continued...It should outline the follo wing:

Who (lines of communication)

What (scope of communication and format) Ho w (email, document, phone, meeting, presentation)

When (schedule)

Feedback (conf irm message received and understood)

Filing (retrieval, storing, disaster reco very)





Motivationy Leadership and motivation are intrinsically linked

y Project manager has a responsibility both to the

organisation and the team members to ensure they arepro vided with a high level of motivation.

y People work better and f aster when they are motivated andhave pride in their work.

y By pro viding for the needs of the individual, theirperformance will be made less uncertain, and to a degree,managed for the benef it to both the individual and theorganisation.



Performance =

ability xcommitment



Theories of work motivationy Scientific management (includes Fredrick Taylor

1911 Taylorism). Separates the work task f romindividual thinking. Motivation is f inancially based.

Simple tasks where individuals can be easily replaced.

y Hawthorne studies assessed impact of workingconditions on motivation and therefore productivity.

(for example, increase light = increase motivation =increase productivity). Failed as the workers weremotivated b y the attention they received, even af terthe lights went back to original dimness







Content theories continued..y Hertzberg developed motivation-hygiene theory.

y Performed studies to determine which f actors in emplo yees work en vironment caused satisf action ordissatisf action.

y Job enrichment is required for intrinsic motivation, which is a continuous management process.





Reinforcementy R einforcement is a means of inf luencing behaviour, is

sometimes cy nically, related closely to manipulation.

y Five rules1. Be specif ic praise should ref er to specif ic achievements

2. Be immediate praise as soon as good performance is ob vious.

3. Make targets achievable praise on completion of each task

4. R emember the intangible praise may motivate more than pay or staus

5. Unpredictability passing comment of praise could be morerewarding than a pat on the back.



Other factors which affect motivationy Location diff erences between motivation systems

and expectations of rural communities and those f romurban back grounds. Also diff erence in culture.

y Length of service diff erent needs to those who arenew to the role, or have been there for a substantialtime. New project teams require guidance and early

f eedback so expectations are def ined.

y Previous work en vironment bring old expectationsand experiences with them.



Delegation ...y Skilf ul delegation is the key to successf ul project/event

management

Through delegation, the PM can

1. Impro ve project team eff iciency

2. Develop emplo yee ability

3. Contribute to the gro wth of the compan y

4. Manage time



Three main elements of delegation1. Assign a duty, f unction or task to an emplo yee

2. Allocate suff icient authority so that the emplo yeecan command the resources necessary to accomplish the assignment

3. Gain commitment f rom the emplo yee for thesatisf actory completion of the task



Method of delegation1. Accept the need to delegate2. Develop a detailed plan for delegation3. Obtain supervisors appro val for delegation plan

4. Establish a mutual conf idence and trust5. Select the f unction, duties and tasks to be delegated and

assigned6. Establish clear lines of authority and responsibility,

ensure they are understood b y all.

7. Adopt a constructive attitude, demonstrate patience when mistakes happen

8. Monitor performance and pro vide f requent f eedback9. R eward eff ective delegation



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Lecture 3 Leadership

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