Horizontal Leadership and Its Scenarios

2021 ◽  
pp. 9-24
Author(s):  
Ralf Müller ◽  
Nathalie Drouin ◽  
Shankar Sankaran
Keyword(s):  
Leadership Style ◽  
Project Managers ◽  
Project Manager ◽  
Balanced Leadership

This chapter addresses horizontal leadership and its scenarios. It starts by looking at what horizontal leadership is, and how horizontal leaders execute their leadership task in the context of balanced leadership. Then, it describes scenarios that occur when horizontal leaders are nominated, identified, selected, and empowered by the project manager, and when they are assigned to lead a project task. The chapter also highlights the specific aspects of leadership distribution between horizontal leaders and project managers to identify the project managers’ leadership style, and the nature of decisions made by both project managers and horizontal leaders to deliver the project. The chapter concludes with some scenarios to illustrate the types of decisions and tasks delegated to horizontal leaders.

Balanced Leadership

2021 ◽  
Author(s):  
Ralf Müller ◽  
Nathalie Drouin ◽  
Shankar Sankaran
Keyword(s):  
Distributed Leadership ◽  
Real Life ◽  
Building Blocks ◽  
Project Managers ◽  
Project Manager ◽  
Leadership Transition ◽  
Team Members ◽  
Balanced Leadership ◽  
Award Winning ◽  
Leadership Changes

This book describes balanced leadership in projects. Based on an award winning global program of research studies on leadership reality in projects, this book shows that leadership changes constantly and is not as static as existing literature may suggests. Instead, leadership in projects is dynamically shifted between project managers, individual team members, and subteams, all balanced in situational contingency. Their leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, it is balanced leadership that ensures the best suitable leadership approach is used in any given situation. For that, the book presents a project-specific leadership approach called horizontal leadership, a theory of balanced leadership, and the five building blocks that enable balanced leadership. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Emphasis is also given to the coordination of these building blocks through the socio-cognitive space, shared by project manager and team. The book finishes with three real-life case studies that exemplify how balanced leadership unfolds in projects.

MBTI as Express Diagnostics Method of Managers´ Behavioral Competencies

10.12737/5783 ◽  
2014 ◽  
Vol 3 (3) ◽  
pp. 25-34 ◽  
Author(s):  
������� ◽  
Svetlana Reshetko ◽  
���������� ◽  
Konstantin Bagrationi
Keyword(s):  
Leadership Style ◽  
Professional Competence ◽  
Personality Type ◽  
Project Managers ◽  
Project Manager ◽  
Mathematical Methods ◽  
Research Results ◽  
Lack Of Information ◽  
Effective Decision Making ◽  
The Right

Research results of professionally significant qualities (behavioral competence) of managers involved in projects are discussed in this paper. The research results have been compared with NCB SOVNET 3.0 behavioral competence norms. Four types of managers have been empirically identified according to their professional competence: 1st type � judging introvert; 2nd type � judging extrovert; 3rd type � perceiving extrovert; 4th type � perceiving introvert. Psychological factors directly correlated with planning and control of work execution by project participants and influencing these planning and control are considered within the macro psychological approach to their learning. The problem of involving motivated, enterprising and able to make decisions almost intuitively people in projects becomes more and more topical nowadays for companies� management. Effective decision-making in management depends on a type of project managers� personality, compliance of his profile to project type. In the course of work project managers have great difficulties in activities� planning and organizing, and the problem of compliance between project manager�s personality type and the project character becomes important. Different projects require different types of managers. An appointment of an employee with the right personality profile and leadership style, corresponding to the project type is one of project effectiveness� key conditions. One of the most popular techniques for project manager�s personality type diagnosis is MBTI. According to this approach the successful project managers are people with NT (Intuitive, Thinking) personality type; which make decisions based on intuition and logic. This is due to these managers are able to make decisions under uncertainty with lack of information. MBTI technique allows define the project manager�s personality type with the help of a meta model as a synthesis of information�s receiving and processing way, specific models of behavior and thinking style. In the conducted research with use of mathematical methods it was shown a possibility to define the type of employee and draw a conclusion on its behavioral competences by means of express diagnostics during conversation.

scholarly journals Soft Skills and Technical Expertise of Effective Project Managers

10.28945/3378 ◽  
2009 ◽  
Author(s):  
Sharlett Gillard
Keyword(s):  
Empirical Research ◽  
Leadership Style ◽  
Large Scale ◽  
Soft Skills ◽  
Project Managers ◽  
Project Manager ◽  
Communication Paradigm ◽  
Practical Experiences ◽  
Management Position

As the field of research surrounding project management continues to grow, it is becoming more evident that success in the role of project manager cannot be attained with a technical skill set only. Project managers functioning within a matrix organizational structure and championing large-scale initiatives are in a communication paradigm unparalleled by any other management position. Excellent interpersonal, or soft skills, are necessary requisites for success. Additionally, research is revealing that leading is preferable to managing a project team, and that the leadership style of the project manager directly impacts the outcome of the project. The article presents an overview of these tenets drawn from opinion positions, practical experiences, and empirical research studies. There is clear evidence that additional empirical research would be bene-fic ial.

scholarly journals Balancing vertical and horizontal leadership in projects

2018 ◽  
Vol 11 (4) ◽  
pp. 986-1006 ◽  
Author(s):  
Nathalie Drouin ◽  
Ralf Müller ◽  
Shankar Sankaran ◽  
Anne Live Vaagaasar
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Team Member ◽  
Project Managers ◽  
Leadership Theory ◽  
Content Type ◽  
Democratic Leadership ◽  
Balanced Leadership ◽  
Project Team Member

Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Perangkat sumber daya manusia (brainware). S Mukhtar Ayubi Simatupang. PMM-1

2020 ◽  
Author(s):  
S Mukhtar Ayubi Simatupang
Keyword(s):  
Human Resources ◽  
Computer System ◽  
Computer Systems ◽  
Project Managers ◽  
Project Manager ◽  
Database Administrator ◽  
System Analyst

AbstrakBrainware adalah istilah yang digunakan untuk manusia yang digunakan untuk manusia yang berhubungan dengan sistem komputer. Manusia merupakan suatu elemen dari sistem komputer yang merancang bagaimana suatu mesin dapat bekerja sesuai dengan hasil yang diinginkan. Tingkatan brainware terdiri atas system analyst, programmer, administrator, dan operator. Bagian bagian brainware terdiri atas operator komputer, teknisi, trainer, konsultan, project manager, programmer, grapic designer, spesialis jaringan, database administrator, dan system analitis. Kata Kunci : Brainware (Perangkat Sumber Daya Manusia)AbstractBrainware is a term used for humans that is used for humans related to computer systems. Humans are an element of a computer system that designs how a machine can work in accordance with the desired results. The brainware level consists of system analysts, programmers, administrators, and operators. The brainware section consists of computer operators, technicians, trainers, consultants, project managers, programmers, grapic designers, network specialists, database administrators, and system analytics.Keywords: Brainware (Human Resources Tool)

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Leading the way: how project manager strengths can influence team resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Reading Time ◽  
Project Managers ◽  
Project Manager ◽  
Content Type ◽  
Signature Strengths ◽  
Team Resilience ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study takes empirical data from three case studies of projects that have faced setbacks to explore the impact of project manager signature strengths on team resilience and finds that four signature strengths, leadership, open-mindedness, persistence and hope, were present in project managers across all three case studies. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

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