Project Management for Engineers Integrate = combine INTEGRATING LEADERSHIP AND MANAGEMENT Source: https://www.futurelearn.com/courses/the-evolution-ofmanagement 08-Apr-21 1 Project Management TABLE OF CONTENT I II III 08-Apr-21 IV Definition Styles of Leadership Behavior and Practice Conclusion 2 Project Management I. Definition Leadership & Management They are not the same thing, and a good manager must be able to use both to be effective. Source: syarifahbrit at freepik.com 08-Apr-21 Leadership & Management 3 I. Defintion Project Management According to James P. Lewis, most experts agree that: Management Leadership deals with the work which must be done is the art of “getting others to want to do what must be done” E.g: Scheduling, planning, budgeting, and other administrative activities E.g: influence individuals, know what to say or do to make them work effectively Source: https://www.mariobonelli.com/corso-da-manager-a-leader/ 08-Apr-21 Leadership & Management 4 Project Management I. Defintion So, Why Should We Integrate Both? In any situation, you must interact with others to specify what work is to be done, and you must get the person or group excited about doing the work; thus, you are combining both leadership and management at the same time. The combination of Leadership and Management can be referred to as the “style of Leadership”. Leadership may include Management, but not the other way around. Source: https://transformana.com/index.php/2019/06/17/lea dership-versus-management/ 08-Apr-21 Why should we integrate both? 5 Project Management II. Styles of Leadership Leadership Management Leadership Management Leadership Leadership Management Management Source: Fig.3-1, Mastering Project Management, James Lewis 08-Apr-21 Styles of Leadership 6 Project Management II. Styles of Leadership What Determines Which Style To Use? Hersey and Blanchard (1981) developed a model called Situational leadership, for any kind of work you must ask yourself 2 questions: 1. Can the team member do the work? 2. Will the person take responsibility for it? Chỉ đạo Gợi ý (Consulative) Hỗ trợ Uỷ quyền Source: Table 3-1, Mastering Project Management, James Lewis 08-Apr-21 What Determines Which Style To Use? 7 Project Management III. Behavior and Practice Leadership Behavior - Leadership is “getting others to want to do something that must be done.” The important word in this definition is want. You are not leading people if you are forcing them into doing what must be done True leadership is granted by followers Source: https://www.123rf.com 08-Apr-21 Leadership Behavior 8 Project Management III. Behavior and Practice Leadership Practices Kouzes and Posner (1987) studied the behavior of nearly 1000 managers and determined that Leadership consists of 3 core components, “VIP”: Vision Involvement Persistence 08-Apr-21 1. Challenging the process Breaks down into 5 practices 2. Inspiring a shared vision 3. Enabling others to act 4. Modeling the way 5. Encouraging the heart Leadership Practices 9 III. Behavior and Practice Project Management 1. Challenging the process Search for opportunities | Experiment and take risks - Managers would want to keep things stable and running smoothly, change is seen as disruptive. - Leaders, on the other hand, are always looking for new and better ways to do something. You must know when to make a change and when to maintain stability Managers: “Get it back on course!” Leaders: “Maybe we could go faster this way” 08-Apr-21 Leadership Practices 10 III. Behavior and Practice Project Management 2. Inspiring a shared vision Alamy Stock Photo Alan Mulally dreamed of building the world’s best airplane when he was Chief Engineer of the Boeing 777 development program, a dream which became reality. 08-Apr-21 Envision the future | Enlist others - One of the factors that is most motivating to people is the pursuit of a dream. A Leader does not need to create the entire dream, but he must enlist others in developing and pursuing that dream. - Vision comes before Mission. One of the difficulties Managers encounter is that they declare a mission that members of the team have no clear vision on. You should work hard to ensure that your team has a shared vision before you proceed with the work to be done Leadership Practices 11 III. Behavior and Practice Project Management 3. Enabling others to act Foster collaboration | Strengthen others You must have control over your team, but you shouldn’t limit the flexibility of team members. To do that: + When stating an objective, the team must know what they are supposed to do and why they are doing it. + Each individual must have a plan for how to do their part of the project work. + Each individual must have the skills and resources to perform their work. + The team members must receive direct feedback on their performance so they know how they are doing. Source: https://dailyps.com/enable-others-to-act/ 08-Apr-21 + The team members must have a clear understanding of what they are allowed to do when problems arise. Leadership Practices 12 III. Behavior and Practice Project Management 4. Modeling the way 08-Apr-21 Set the example | Plan small wins - Leaders should “walk the talk”, not “do as I say, not as I do”. The leader who truly leads by example gains the respect of followers. - Good leaders also plan small wins for their followers. By giving them challenging tasks that they cannot succeed, they will experience failure and become demotivated. Leadership Practices 13 III. Behavior and Practice Project Management 5. Encouraging the Heart Recognize individual contributions | Celebrate accomplishments - This is an extremely important practice for leaders. Yelling and insulting employees when things are not going well will only make matters worse. - People are very motivated to please their leaders. When leaders praise them for their work, they will find this very rewarding and usually strive even harder to do good work. - Effective leaders also celebrate the accomplishments of followers. It sends the message that what has been done is really significant and appreciated by the leader. When someone achieves a good result and nobody even notices it, there is a tendency to feel that it is unappreciated. Source: https://www.dreamstime.com/ 08-Apr-21 Leadership Practices 14 Project Management III. Behavior and Practice Management Behavior These are the appropriate behavior for each of the 4 leadership styles: Directive, Persuasive, Participative, Delegative. Directive - This style is appropriate for followers who are new to a task, and are both unable to do it and unwilling to take full responsibility for it. Source: https://successacrosscultures.com/2019/07/05/directivevs-supportive-leadership-styles-which-style-works-in-your-culture/ 08-Apr-21 - Bruce Tuckman has called the first stage of a team’s development the forming stage (1965). In this stage, the leader needs to provide clear direction, clarify the vision and mission for the team, then address the concerns of every individual. Management Behavior 15 III. Behavior and Practice Project Management Persuasive - As individuals become more willing to do the assigned tasks and gain more skills, the appropriate style will change to Persuasive. - The second stage of a team’s development is called the storming stage. In this stage, the leader emphasizes why the task should be done, rather than just saying what to do and when to do it. He must assure team members of the correctness of their mission, maintain control, and help the team stay focused. Source: https://smallbusiness.chron.com/effectivepersuasive-communication-56248.html 08-Apr-21 Management Behavior 16 III. Behavior and Practice Project Management Participative - When team members gain confidence in their skill and have more responsibility, the appropriate style changes to Participative. Source: Minerva Studio/iStock/Getty Images 08-Apr-21 - The third stage of a team’s development is called the norming stage where team members have more decision making and more freedom to do things their own way. They develop the norms on how to work together. The leader will need to provide lesser help in structuring the project and focus more on congratulating individuals and modeling the way. Management Behavior 17 III. Behavior and Practice Project Management Delegative - When you are confident that followers can work on their own and that they will take responsibility for that work, you can pretty much leave them alone to do it. - The team has finally reached the fourth stage, the performing stage. They are getting good results by themselves and don’t require much management and leadership at this point, apart from appropriate celebrations. What you should do is just to find projects and give it to them, or encourage them to find new projects. Source: https://eml.usc.edu/blog/delegative-leadership 08-Apr-21 Management Behavior 18 Project Management IV. Conclusion - Without Leadership, Management will not work effectively and vice versa, therefore the need for integrating Leadership and Management remains very high in the modern society where big corporations grow up like mushrooms after a rain. 08-Apr-21 Conclusion 19
