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8/8/2019 Project Leadership and Teams1
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Project Leadership and Teams
By
Dr. Edward Ochieng
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AgendaProject Leadership for
Managers
What is Project
Leadership?
Leadership Styles
Project Leaders Sources
of Authority
Providing Inspiration for
the TeamCharacteristic Behaviours
of the Leaders
Clarif ying Project
Objectives
Creating an Eff ective
Team Environment
Def ining Roles and
Responsibilities
Achieving Project Team
Performance
SM
ART (IES) GO
ALS
Working in Team
Characteristicsof High
Performing Teams
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Your Thoughts.........
How do the duties of project managers
reinforce team performance?
Why is teamwork important?
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Project Leadership for Managers
Providing inspiration to the team by personal example
and through respect for the individual team members
Creating an eff ective environment for the team to
perform through the provision of appropriate tools and
resources.
Ensuring good communications at all levels, establishing
appropriate f eedback mechanisms to ensure
communications are f ully understood and implemented
Def ining the roles, responsibilities and accountabilities of the team members through delegation of authority and
decision making
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Leadership
Of bad leaders, the followers say,They were bad leaders
Of good leaders, the followers say,They were good leaders
Of the best leaders, the followers say, We did it ourselves
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Leadership styles
Involvement of Team in
Decision
Making
Decision Taking Flexibility
Laissez-Faire
(Do nothing)
High High High
Democratic
(Participative)
High Low High
Autocratic
(Retains Power)
Low Low High
Bureaucratic
(By the book)
Low Low Low
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Leadership style
Project Stage Team Type
Laissez ±Faire Research Egoless
(No leader/Collaborative
eff ort)
Democratic Def inition Matr ix
(Composed of different
functions/departments)
Autocratic Execution Line
(Full author ity)
Bureaucratic Close-Out Sur gical
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Leadership style
The Commander(Gives orders and expects them to be obeyed)
The instigator (sets things in motion but prefers little personalinvolvement)
The Negotiator (Involves others and welcomes feedback)
His methods gain an instant response
They may be eff ective in the short
term
Can give a sense of security to some
BUT Communication not encouraged
Frustrates those who want to be
contr ibute
Leader can become isolated
Allows individuals to develop
potential
Team commitment likely to be high
BUT Lack direction leads to insecur ity
Team can go r ound in circles
Team likely to be well motivated
Good communication is encouraged
Team members use their initiative
BUT Gaining consensus takes time
Discussion can lead to lack of
f ocus
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The Project Leaders Sources of Authority Position
Line management authority over people resources
Usually limited
People are borrowed f rom line managers by negotiation
Resources
Control over the project budget
Release of other sources , including information
Charisma
A powerf ul source if well used
Credibility
Users believe his/her way is best
Clear plans help achieve cooperation
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The Project Leaders Sources of Authority
As a Project Leader.......you are responsible for a
whole gang of people that you probably didn't pick, may notlike, might have nothing in common with and who perhaps
won't like you much
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Providing Inspiration for the Team
Are Leaders born.....
......or made?
Maybe......
But leadership behaviours can
be developed
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Providing Inspiration for the Team
Leadership by example
Leadership capability and track record
Mutual respect in project teams Developing trust in project teams
Empathy in project leadership
Responsive project leadership
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Providing Inspiration for the Team
" The best executive is one who has sense
enough to pick good people to do what he
wants done, and self-restraint enough to keep from meddling with them while they do it."
Theodore Roosevelt, US President
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Characteristic Behaviours of the Leader
Directive def ines tasks, schedules, processes
Supportive f riendly, concerned
Participative involving, inclusive
Achievement challenging goals, wants
performance
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Clarifying Project Objectives...cont
Setting project objectives
The project purpose must be agreed and tested with
stakeholders
The project purpose must be shared with all the
team
Specif ic project objectives must be derived f rom
project purposeA common understanding of objectives is
f undamental to success
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Clarifying Project Objectives...cont
Monitor ing the team goals
Develop and agree team goals f or each pr oject
ob jective
Team goals must be specif ic and measurable
Assign personal responsibilities
Develop an action plan f or each goal
Regular ly monitor goal achievement
Review changes jointly with team
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Creating an Effective Team Environment
Setting the tone for the project
Setting expectations
Def ining the standards of work
Agreeing job roles
Managing interf aces
Maintaining a stable work environment
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Creating an Effective Team Environmentcont
Creating the right workplace environment
Open plan off ice space
Ensuring informal communications
Ability to bounce ideas off each other
Ad hoc productive meetings
Good social interaction
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Creating an Effective Team Environmentcont
Providing the tools and resources
Provision of necessary equipment
Intranet access
Reliable interf aces with existing systems
Specialist sof tware or other tools
Eff icient back off ice support
Access to money when needed
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Defining Roles and Responsibilities
Clarif ying roles in the project team Def ining roles and what is expected of each
individual
Def ine inter-personal team relationships aswell as prof essional capability
Publish an organisation chart
Write up job specif ications
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Defining Roles and Responsibilitiescont
Accountability and responsibility Def ine what each team member is responsible
for delivering
Def ine to whom team members areaccountable
Def ine collective team responsibilities
Delegate responsibility within team membercapability
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Defining Roles and Responsibilitiescont
Empowering the team Delegate authority for decision making to
lowest level of competence
Train individuals to take more responsibility Educate team members to have a broader
view when making decisions
Mentor and guide team in making decisions
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Defining Roles and Responsibilitiescont
Empowering the team Delegate authority for decision making to
lowest level of competence
Train individuals to take more responsibility Educate team members to have a broader
view when making decisions
Mentor and guide team in making decisions
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Achieving Project Team Performance
Leadership Working together to shared and agreed objectives
Team building
Matching capabilities within the team
Organisational Structure
Clarity of roles, responsibilities and accountabilities
Personal behaviours
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SMART (IES) GOALS
Specif ic
Measurable
Achievable
Realistic
Time-bound
Inclusive
Environmentally saf e
Success-oriented
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Working in the Team
Getting good players is easy, Getting them to play
together is the hard part
Casey Stengel, former manager, New York Yankees
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Characteristics of High Performing Teams
A
lignment and clarity of objectivesSingle integrated team working
Personal working relationships
Clarity of roles and responsibilities
Delegation of responsibility
Co-operative corporate policies
Learning f rom project to project
Personal rewards match achievements
Training and education
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Characteristics of Project Managers Who Lead
Leads by example
Visionary
Technically competent
Decisive
A good communicator
A good motivator
Stands up to top management
Supports team members
Encourages new ideas
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Lecture Summary
Any questions?
Display an understanding of Project Leadership.
Display an understanding of Managing Project
Teams.
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Recommended Texts
1. Terry, S (2009). Strategic Project Management
Made Simple: Practical Tools for Leaders and
Teams, Wiley.
2. Turner, R (2008). Human Resource Managementin the Project-Oriented Organisation, McGraw-
Hill.