1. Region 1 – Training Module
Leadership and
The Project Manager

2. Learning Objectives After completing this module, you will be able to:
Understand how project management is a “leader intensive” profession.
Distinguish between the role of a manager and the characteristics of a leader.
Understand the concept of emotional intelligence as it relates to how project managers lead.
Recognize traits that are strongly linked to effective project leadership.

3. Learning Objectives After completing this module, you will be able to:
Understand the implications of time orientation on project management.
Identify the key roles project champions play in project success.
Recognize the principles that typify the new project leadership.
Understand the development of project management professionalism in the discipline.

4. PMBOK Core Concepts
Project Management Body of Knowledge (PMBoK) covered in this chapter includes:
Responsibilities and Competencies of the Project Manager (PMBoK 1.7.1)
Interpersonal Skills of the Project Manager (PMBoK 1.7.2)
Manage Project Team (PMBoK 9.4)
Project Communications Management (PMBoK 10)
Manage Stakeholder Engagement (PMBoK 13.3)
All material sourced from Project Management – Achieving Competitive Advantage – 4th Edition . Pearson Press. Author Jeffrey Pinto
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5. Project management is leader intensive!
Leadership
“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.”
Project management is leader intensive!
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6. Leaders versus managers
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
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7. Leaders Vs. Managers Managers have official titles in an organization
Leaders focus on interpersonal relationships rather than administration
Important differences exist between the two on:
Creation of purpose
Outcomes
Network development
Execution
Focus timeframe
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8. Differences Between Managers and Leaders
administer
Demand respect
maintain the status quo
focus on systems
strive for control
short-term view
focused on the bottom line
imitate
do things right
state their position
innovate
Command respect
develop new processes
focus on people
inspire trust
have long-term goal
focused on potential
originate
do the right thing
earn their position
LEADERS
MANAGERS
Figure 4.2
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9. 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 and fight fires
communicate
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10. Acquiring Resources Project are under funded for a variety of reasons:
vague goals
no sponsor
requirements understated
insufficient funds
distrust between managers
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11. Communication (table 4.1)
It is critical for a project manager to maintain strong contact with all stakeholders. Project meetings feature task-oriented and group maintenance behaviors.
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12. Communication (table 4.1)

13. Purpose of Meetings Define project and team players.
Provide an opportunity to revise, update, and add to knowledge base.
Assist team members in understanding role in project as part of whole and how to contribute to project success.
Help stakeholders increase commitment to project.
Provide a collective opportunity to discuss project.
Provide visibility for project manager’s role.
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4-13

14. Leadership & 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:
Self-awareness
Self-regulation
Motivation
Empathy
Social skill

15. Characteristics of an effective project manager
Leads by example
Visionary
Technically competent
Decisive
A good communicator
A good motivator
Stands up to top management when necessary
Supports team members
Encourages new ideas
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16. Traits of Effective Project Leaders
One study on effective project leadership revealed these common characteristics:
Credibility
Creative problem-solver
Tolerance for ambiguity
Flexible management style
Effective communication skills
Additionally … can influence…works well with team
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17. Characteristics of project managers who are not leaders
Personal Flaw
Organizational Factors
Sets bad example
Not self-assured
Lacks technical expertise
Poor communicator
Poor motivator
Lack of top management support
Resistance to change
Inconsistent reward system
A reactive organization rather than a proactive, planning one
Lack of resources
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18. Essential project management abilities
Organizing under conflict
Experience
Decision making
Productive creativity
Organizing with cooperation
Cooperative leadership
Integrative thinking
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19. Leading & Time Orientation
Alignment
timeline orientation
future time perspective
time span
poly/monochronic
time conception
Skills
warping
creating future vision
chunking time
predicting
recapturing the past
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20. What are Project Champions?
Champions are fanatics in the single-minded pursuit of their pet ideas.
Champions can be:
creative originators
entrepreneurs
godfathers or sponsors
project managers
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21. Nontraditional Duties
Champion Roles
Traditional Duties
technical understanding
leadership
coordination & control
obtaining resources
administrative
Nontraditional Duties
cheerleader
visionary
politician
risk taker
ambassador
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22. Creating Project Champions
Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection
Free champions from traditional management
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23. Right management choices in international setting
Develop a detailed understanding of the environment.
Do not stereotype.
Be genuinely interested in cultural differences.
Do not assume there is one way (yours) to communicate.
Listen actively and empathetically.
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24. New Project Leadership
Four competencies determine a project leader’s success:
Understanding and practicing the power of appreciation
Reminding people what’s important
Generating and sustaining trust
Aligning with the led
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25. 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 dedicated career paths
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26. 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
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27. Leadership Videos Bill Gates and Warren Buffet
Gen Stanley McChrystal Listen , learn…then lead

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