scholarly journals PROJECT MANAGER LEADERSHIP STYLES IN PROJECT TEAM MANAGEMENT

2019 ◽  
Author(s):  
I. V. Kohut ◽  
H. Y. Luchko
Keyword(s):  
Leadership Styles ◽  
Project Manager ◽  
Project Team ◽  
Team Management

Stakeholder Management

2006 ◽  
pp. 274-308
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Stakeholder Management ◽  
Project Manager ◽  
Project Team ◽  
Team Management ◽  
Stakeholder Relations ◽  
Human Side ◽  
Inappropriate Relationships

The identification and management of a project’s stakeholders is vital to the complete success of a project. Well-planned and properly-executed projects often can still fail due to a lack of or inappropriate relationships between the project manager and various stakeholders. This chapter discusses matters related to the human side of project management, including stakeholder relations, communications, and project team management.

Effective Virtual Project Management Using Multiple E-Leadership Styles

2010 ◽  
pp. 445-454
Author(s):  
Margaret R. Lee
Keyword(s):  
Project Management ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Virtual Teams ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Team Management ◽  
Work Arrangements ◽  
Virtual Project

The field of organizational behavior defines leadership as “the ability to influence a group toward the achievement of goals” (Capella, 2005, p. 294). Leadership styles have been well studied and researched. Early leadership studies were developed using traditional, co-located work arrangements in mind. Later studies expanded to include traditional project team environments. In the current business environment, however, nontraditional virtual work arrangements are becoming more popular. Virtual project teams are increasing in business today and will continue to become more common in the future (Martins, Gilson, & Maynard, 2004). Managing nontraditional work involving virtual teams is becoming a necessity in the current business environment. The type of leadership emanagers must demonstrate for successful virtual team management is different from traditional project team management (Konradt & Hoch, 2007). Understanding appropriate leadership styles for virtual project teams and the transition toward new leadership styles is an important part of managing human resources in organizations and successful virtual project management. Emerging e-leadership roles and management concepts for virtual teams include multiple leadership models, and their application is an important part of our evolving virtual organizational behavior.

STRATEGIC CHARACTERISTICS OF PROJECT TEAM FORMATION

2018 ◽  
Author(s):  
Pavlo Ilchuk ◽  
◽  
Yuriy Leschuk ◽  
Keyword(s):  
Project Management ◽  
Limited Range ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Team Formation ◽  
Team Management ◽  
Project Method ◽  
High Level ◽  
Project Objectives

The article substantiates the relevance of research in the field of project management, in general, and project team management, in particular. The main directions of scientific research in the field of project team management are investigated. The existence of a limited range of research in the field of project team management at the strategic level has been proven, which causes significant basic risks of project implementation. The main strategic characteristics of project team formation are identified: creating a cult of quality, creating intermediate finishes to enjoy the work, building a sense of elitism, allowing and encouraging heterogeneity, maintaining and protecting successful teams, ensuring strategic direction. The compliance of the strategic characteristic "creating a cult of quality" with a separate principle of the Agile project method is proved, and the high level of influence of such strategic characteristic of project team management on achieving a high level of project product quality in limited time and resources is substantiated. It is also proved that other researched strategic characteristics of project team formation fully correlate with the values and principles of the Agile project method, which actualizes their importance for project management in general, and project team formation in particular. That is why the important competencies of a project manager are the ability to implement strategic management and the ability to manage project teams. Instead, the inadequate level of compliance with the parameters of certain strategic characteristics of the formation of project teams was identified as the main reason for failure to achieve project objectives or lower quality of project products. The priority approach to the formation of project teams is singled out, under which the project manager, being the undisputed leader, builds the project team on a role basis, provided that an effective communication system and a clear division of responsibilities.

The project manager and the project team

2019 ◽  
pp. 217-236
Author(s):  
Ingason Helgi Thor ◽  
Jonasson Haukur Ingi
Keyword(s):  
Project Manager ◽  
Project Team

The Project Manager as the Driver of Organizational Knowledge Creation

2020 ◽  
pp. 313-333
Author(s):  
Ted Bibbes ◽  
Minna Rollins ◽  
Wesley J. Johnston
Keyword(s):  
Single Case ◽  
Project Manager ◽  
Project Team ◽  
Single Case Study ◽  
Study Approach ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Team Environment

The areas Project Management and Knowledge Management include studies on the project and project team levels, but a specific focus on the role of the Project Manager in managing knowledge within the team has received less focus. The authors show how knowledge is created within the project team environment, and the specific role of the Project Manager as an individual uniquely situated to drive the creation of knowledge in the environment by facilitating, directing, and controlling team activities through the four SECI model phases. Using a single case study approach, this research shows how the PM acts as a “mixing valve” in the flow of knowledge in a dynamic, multi-directional, process within the project team environment.

PEOPLE – THE MOST IMPORTANT PROJECT’S VALUE

2012 ◽  
Vol 166 (4) ◽  
pp. 159-176
Author(s):  
Jan BETTA
Keyword(s):  
Human Factor ◽  
Project Manager ◽  
Project Team ◽  
Personality Characteristics ◽  
Main Role ◽  
Know How ◽  
Main Influence

The objective of this paper is to present the main role of stakeholders in the success or failure of a project, in particular that of the Project Manager and the project team. After the period of enthusiasm with IT tools as the panacea for solving problems while initiating, planning realising, controlling and completing projects, the time has come to reflect on human importance in this issue. All PMs agree on the main influence of the human factor on the project’s final result. The most significant are the Project Manager and his/her team. The PM’s personality, characteristics, knowledge and know-how allow him/her to create a valuable team which in turn “creates” a project product that is valuable and conforms to the plan.

Experience and Working Conditions of Project Managersin Poland – Research Report

2011 ◽  
Vol 22 (4) ◽  
pp. 0-0
Author(s):  
Rafał Łabędzki
Keyword(s):  
Project Management ◽  
Working Conditions ◽  
Project Manager ◽  
Project Team ◽  
International Project ◽  
Research Report ◽  
Team Members ◽  
Management Association

This paper reveals the project management reality in Polish organizations . Two groups of factors referring to the project manager are presented . The first one contains direct factors, i .e . these that can be influenced by the project manager himself: experience in project management (in years), level of certificate, sector of the economy . The second one comprises the indirect factors, which cannot be controlled by the project manager: number of projects carried out in the organization yearly, number of concurrent projects carried out in the organization, average project budget in the organization, average number of project team members . Conclusions are based on the research carried out in 2011 in cooperation with the International Project Management Association . Moreover, two hypotheses are verified, both refer to the Polish project management conditions .

Selecting the Project Teams’ Members. A Challenging Human Resources Management Process for Laboratory Research

2011 ◽  
Vol 495 ◽  
pp. 159-162 ◽  
Author(s):  
Evangelia N. Markaki ◽  
Damianos P. Sakas ◽  
Theodoros Chadjipantelis
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Laboratory Research ◽  
Management Process ◽  
Team Members ◽  
Resources Management ◽  
The Way

The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi-technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research.

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