1 Project Management C53PM Session 9 Teambuilding & Leadership Russell Taylor Business Department Staff Workroom

Business Department 2 Session 9 Chapter 9 –Teambuilding & Leadership

Business Department 3 Conflict Project Manager Maybe a team- building exercise? Source: Boston Herald

Business Department 4 conflict management The project manager should be prepared for conflict and manage conflict in the best interests of the project Good leadership

Business Department 5 Who is to blame?

Business Department 6 Leadership An influencing process aimed at goal achievement (Stogdill, 1950) An interpersonal process in which one individual seeks to shape and direct the behaviour of others It is set in a social context in which the group are subordinates or followers It establishes a criterion for effective leadership in goal achievement

Business Department 7 Leadership traits (Stoghil) Strong drive for responsibility Focus on completing task Vigour and persistence in pursuit of goals Originality in problem solving Drive to exercise initiative in social settings Self confidence Sense of personal identity Willingness to accept consequences of decisions and actions Readiness to absorb interpersonal stress Willingness to tolerate frustration and delay Ability to influence behaviour of others Capacity to structure social systems to the purpose in hand

Business Department 8 Leadership traits Trait theory lost support in the 1950s. Research was unable to establish a consistent set of leadership traits. Some weak generalisations –Ability: intelligence, knowledge, verbal facility –Sociability: participation, cooperativeness, popularity –Motivation: initiative and persistence

Business Department 9 Successful leaders?

Business Department 10 Successful leaders?

Business Department 11 Great Leaders

Business Department 12 Project managers / leaders

Business Department 13 Leadership role of the PM Meeting the needs of the sponsor Meeting the needs of the other stakeholders Managing the planning requirements of the project Managing the control requirements of the project Managing the project team Managing own needs and performance

Business Department 14 Leadership at stages of Projects life-cycle Initiation & Definition Meet & Define Stakeholder needs Meet & Define Sponsor needs Development Planning Manage the planning requirements Manage the Project team Execution & Control Manage and control the project requirements Closure Manage Post-Project Review feedback

Business Department 15 Project Manager Competencies

Business Department 16 Project Manager Competencies

Business Department 17 A leadership skills survey

Business Department 18 Greatest differences

Business Department 19 Leadership behaviour

Business Department 20 Leadership styles Direct Leadership behaviour –Intrinsic –Competitive –Power Rational Leadership Behaviour –Collaborative –Contributory –Indirect Instrumental Leadership behaviour –Personal –Social –Entrusting

Business Department 21 Situational leadership styles The appropriate style depends on: –the nature of the task –the importance of the task –availability of key resources –internal and external environment –leader’s position and reputation The appropriate style may also depend on the stage of the project

Business Department 22 PM Overall responsibility To achieve the project's objectives within the time, cost and quality, performance and any other constraints imposed by the sponsor. Remember – You do not need to know everything……..but you must have enough information to be able to answer all the questions