Fifth Edition: Leadership and The Project Manager

Project Management: Achieving
Competitive Advantage
Fifth Edition
Chapter 4
Leadership and the Project
Manager
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
4.1 Understand how project management is a “leader-
intensive” profession.
4.2 Distinguish between the role of a manager and the
characteristics of a leader.
4.3 Understand the key behaviors in which project leaders
engage to support their projects.
4.4 Recognize traits that are strongly linked to effective
project leadership.
Learning Objectives (2 of 2)
4.5 Identify the key roles project champions play in project
success.
4.6 Recognize the principles that typify the new project
leadership.
4.7 Understand the development of project management
professionalism in the discipline.
4.8 Recognize the important role ethics plays for successful
project leadership.
PMBoK Core Concepts
Project Management Body of Knowledge (PMBoK) covered
in this chapter includes:
1. Responsibilities and Competencies of the Project
Manager (PMBoK 1.7.1)
2. Interpersonal Skills of the Project Manager (PMBoK
1.7.2)
3. Manage Project Team (PMBoK 9.4)
4. Project Communications Management (PMBoK 10)
5. Manage Stakeholder Engagement (PMBoK 13.3)
Leadership
“The ability to inspire confidence and support among
the people who are needed to achieve organizational
goals.”
 True leadership from the project manager has been shown time and again to be one of
the most important characteristics in successful project management.
 The impact of good leadership is felt within the team and has an effect on other
functional managers and important project stakeholders.
 In fact, project management has been viewed as one of the most leader-intensive
undertakings within an organization.
Project management is leader intensive!
Leaders Versus Managers
Four things are necessary to promote the partnership idea between the project manager and the
team:
1. Exchange of purpose. Partnerships require that every worker be responsible for defining the
project’s vision and goals. A steady dialogue between the project manager and team members
can create a consistent and widely shared vision.
2. A right to say no. It is critical that all members of the project team feel they have the ability to
disagree and to offer contrary positions. Supporting people’s right to voice their disagreements
is a cornerstone of partnership. Losing arguments is acceptable; losing the right to disagree is
not.
3. Joint accountability. In a partnership, each member of the project team is responsible for the
project’s outcomes and the current situation, whether it is positive or shows evidence of
problems. The project is shared among multiple participants and the results of the project are
also shared.
4. Absolute honesty. Partnerships demand authenticity. An authentic atmosphere promotes

straightforwardness and honesty among all participants. Because we respect each team
member’s role on the project, we make an implicit pact that all information, both good and bad,
becomes community information. Just as honesty is a cornerstone of successful marriages, it
is critical in project team relationships.
Figure 4.2 Differences Between Managers
and Leaders
How the Project Manager Leads
Project managers function as mini-CEOs and manage
both “hard” technical details and “soft” people issues.
Project managers:
• acquire project resources
• motivate and build teams
• have a vision
• fight fires
• communicate
Acquiring Resources
Project are underfunded for a variety of reasons:
• Vague goals
• Lack of top management support
• Requirements understated
• Insufficient funds
• Distrust between managers
Purpose of Meetings
1. Define project and team players.
2. Provide an opportunity to revise, update, and add to
knowledge base.
3. Assist team members in understanding role in project as
part of whole and how to contribute to project success.
4. Help stakeholders increase commitment to project.
5. Provide a collective opportunity to discuss project.
6. Provide visibility for project manager’s role.
Communication (1 of 2)
It is critical for a project manager to maintain strong contact with all
stakeholders.
Project meetings feature task-oriented and group maintenance
behaviors.
Table 4.1 Task and Group Maintenance Behaviors for Project Meetings
Task-Oriented Behavior Specific Outcome

1. Structuring process Guide and sequence discussion
2. Stimulating communication Increase information exchange
3. Clarifying communication Increase comprehension
4. Summarizing Check on understanding and assess progress
5. Testing consensus Check on agreement
Communication (2 of 2)
Table 4.1 [continued]
Group Maintenance Behavior Specific Outcome

1. Gatekeeping Increase and equalize participation
2. Harmonizing Reduce tension and hostility
3. Supporting Prevent withdrawal, encourage exchange
4. Setting standards Regulate behavior
5. Analyzing process Discover and resolve process problems
Characteristics of an Effective Project
Manager
1. Leads by example
2. Visionary
3. Technically competent
4. Decisive
5. A good communicator
6. A good motivator
7. Stands up to top management when necessary
8. Supports team members
9. Encourages new ideas
Characteristics of Project Managers Who
Are Not Leaders
Personal Flaw Organizational Factors
• Sets bad example • Lack of top management
support
• Not self-assured
• Resistance to change
• Lacks technical expertise
• Inconsistent reward system
• Poor communicator
• A reactive organization
• Poor motivator
rather than a proactive,
planning one
• Lack of resources
Leadership and Emotional Intelligence
Emotional intelligence refers to leaders’ ability to understand
that effective leadership is part of the emotional and relational
transaction between subordinates and themselves.
Five elements characterize emotional intelligence:
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills
• Daniel Goleman Introduces Emotional Intelligence (5:31)
Traits of Effective Project Leaders
One study on effective project leadership revealed these common
characteristics:
• Credibility. Is the project manager trustworthy and taken seriously by both the project
team and the parent organization?
• Creative problem-solver. Is the project manager skilled at problem analysis and

identification?
• Tolerance for ambiguity. Is the project manager adversely affected by complex or

ambiguous (uncertain) situations?
• Flexible management style. Is the project manager able to handle rapidly changing
situations?
• Effective communication skills. Is the project manager able to operate as the focal
point for communication from a variety of stakeholders?
Traits of Effective Project Leaders
Another study found seven essential project manager abilities, including:
1. Organizing under conflict. Project managers need the abilities to delegate, manage their
time, and handle conflict and criticism.
2. Experience. Having knowledge of project management and other organizational procedures,

experience with technical challenges, and a background as a leader is helpful.
3. Decision-making. Project managers require sound judgment, systematic analytical ability,

and decision-making skills.
4. Productive creativity. This ability refers to the need for project managers to show creativity,
develop and implement innovative ideas, and challenge the old, established order.
5. Organizing with cooperation. Project managers must be willing to create a positive team

atmosphere, demonstrate a willingness to learn, and engage in positive interpersonal contact.
6. Cooperative leadership. This skill refers to the project manager’s ability to motivate others,
to cooperate, and to express ideas clearly.
7. Integrative thinking. Project managers need to be able to think analytically and to involve

others in the decision-making process.
What Are Project Champions?
Champions are ‘fanatics’ in the single-minded pursuit
of their pet ideas.
Champions can be:
• creative originator
• entrepreneur
• “godfather” or sponsor
• project manager
Champion Roles
Traditional Duties Nontraditional Duties
• Technical understanding • Cheerleader
• Leadership • Visionary
• Coordination and • Politician
control
• Risk-taker
• Obtaining resources
• Ambassador
• Administrative
Creating Project Champions
• Identify and encourage their emergence.
• Encourage and reward risk takers.
• Remember the emotional connection.
• Free champions from traditional project management
duties.
New Project Leadership
Four competencies determine a project leader’s success:
1. Understand and practice the power of appreciation.
2. Remind people what’s important.
3. Generate and sustain trust.
4. Align with the leader.
Right Management Choices in an
International Setting
1. Develop a detailed understanding of the environment.
2. Do not stereotype.
3. Be genuinely interested in cultural differences.
4. Do not assume there is only one way (yours) to
communicate.
5. Listen actively and empathetically.
Project Management Professionalism
• Project work is becoming the standard for many
organizations.
• There is a critical need to upgrade the skills of current
project workers.
• Project managers and support personnel need clear and
dedicated career paths.
Creating Project Managers
• Match personalities with project work.
• Formalize commitment to project work with training
programs.
• Develop a unique reward system.
• Identify a distinct career path.
PMI Code of Ethics
The Project Management Institute’s code of ethics for project
managers consists of:
1. Responsibility - our duty to take ownership for the decisions we make or fail to make, the
actions we take or fail to take, and the consequences that result. Includes mandatory
standards such as regulations and legal requirements.
2. Respect - our duty to show a high regard for ourselves, others, and the resources entrusted to
us. Resources entrusted to us may include people, money, reputation, the safety of others,
and natural or environmental resources. This involves listening to others’ viewpoints,
negotiating in good faith and openness, and respecting the property rights of others.
3. Fairness - our duty to make decisions and act impartially and objectively. Our conduct must be
free from competing self-interest, prejudice, and favoritism. This policy includes transparency
in decision making, equal hiring and promotion opportunities, and disclosure of conflicts of
interest.
4. Honesty - our duty to understand the truth and act in a truthful manner both in our
communications and in our conduct. Commitments are made in good faith and all
communications are timely and truthful.
Normative Versus Behavioral Ethics e
• Normative ethics: What should a person or organization do in a

given situation?
• Behavioral ethics: Why do people behave the way they do in the
workplace?
Table 4.5 Normative Ethics and Project Manager Behaviors

Orientation Category Project Manager’s Responsibility
Process Deontological ethics explains the rules, maxims, Make sure processes are just, fair, and
norms, and principles to govern conduct. Moral reasonable and do not violate human
obligations concerning justice and fairness. Social rights.
contract theories.
Outcome Consequentialism defines right conduct in terms of the Maximize the overall value for the
alternative likely to produce the best overall outcome for stakeholders.
the stakeholders.
Character Virtue ethics focuses on the moral virtues of honesty, Exhibit exemplary personal conduct that
integrity, fairness, courage, care, and how they are serves as a model for others of how to act.
developed and nurtured.
Unethical Behaviors
Corruption is the abuse of entrusted power for private
gain.
• Petty corruption: everyday abuse of power by low-level
officials with ordinary citizens.
• Grand corruption: committed by relevant institutions
such as governments, corporations, or legal bodies.
Types of Corruption
Common types of corruption include:
1. Bribery – offering or giving benefits to another person or incentives to act dishonestly. Bribery may
involve cash transactions but can also involve a variety of non-cash advantages, including free
holidays or tickets to shows, free meals, and so forth.
2. Extortion – obtaining money or benefits by the abuse of power or position of authority. An official
may demand a payoff before tendering a building permit.
3. Fraud – deceiving innocent parties to gain some financial or non-financial advantage, such as
pretending that a pipeline project must first pay a local “tax” to a governing authority.
4. Abuse of power – when a person in public office deliberately acts in ways that are contrary to their
duty and are a breach of their position of public trust.
5. Embezzlement – the misappropriation of property or funds legally entrusted to someone in their

formal position as guardian or agent.
6. Conflict of interest – when an individual with a formal responsibility to serve the public participates
in an activity that jeopardizes their professional judgement, objectivity, and independence.
7. Nepotism – granting favors or advantages to relatives, such as when a high government official
demands that a project organization that wishes to bid for a local project first hire a local “agent” who
is also a relative of that official.
Summary (1 of 2)
1. Understand how project management is a “leader-
intensive” profession.
2. Distinguish between the role of a manager and the
characteristics of a leader.
3. Understand the key behaviors in which project leaders
engage to support their projects.
4. Recognize traits that are strongly linked to effective
project leadership.
Summary (2 of 2)
5. Identify the key roles project champions play in project
success.
6. Recognize the principles that typify the new project
leadership.
7. Understand the development of project management
professionalism in the discipline.
8. Recognize the important role ethics plays for successful
project leadership.
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Project Management: Achieving

Project management is leader intensive!

4. Absolute honesty. Partnerships demand authenticity. An authentic atmosphere promotes

Task-Oriented Behavior Specific Outcome

Group Maintenance Behavior Specific Outcome

• Creative problem-solver. Is the project manager skilled at problem analysis and

• Tolerance for ambiguity. Is the project manager adversely affected by complex or

2. Experience. Having knowledge of project management and other organizational procedures,

3. Decision-making. Project managers require sound judgment, systematic analytical ability,

5. Organizing with cooperation. Project managers must be willing to create a positive team

7. Integrative thinking. Project managers need to be able to think analytically and to involve

• Normative ethics: What should a person or organization do in a

Table 4.5 Normative Ethics and Project Manager Behaviors

5. Embezzlement – the misappropriation of property or funds legally entrusted to someone in their

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