Project Leadership and Teams1

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Project Leadership and Teams

By

Dr. Edward Ochieng



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



Your Thoughts.........

How do the duties of project managers

reinforce team performance?

Why is teamwork important?



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



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



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



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



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



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



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



Providing Inspiration for the Team

Are Leaders born.....

......or made?

Maybe......

But leadership behaviours can

be developed




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




" 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



Characteristic Behaviours of the Leader

Directive def ines tasks, schedules, processes

Supportive f riendly, concerned

Participative involving, inclusive

Achievement challenging goals, wants

performance



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



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



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



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



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



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



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




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



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



SMART (IES) GOALS

Specif ic

Measurable

Achievable

Realistic

Time-bound

Inclusive

Environmentally saf e

Success-oriented



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



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



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



Lecture Summary

Any questions?

Display an understanding of Project Leadership.

Display an understanding of Managing Project

Teams.



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.

Project Leadership and Teams1

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