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.

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 in the teacherʼs professional activity

2021 ◽  
pp. 193-200
Author(s):  
Oksana Tovkanets ◽  
Keyword(s):  
Personal Development ◽  
Interpersonal Relations ◽  
Professional Competence ◽  
Professional Activity ◽  
Teacher Leader ◽  
Leadership Qualities ◽  
Analytical Skills ◽  
Teacher Qualities ◽  
Common Goals ◽  
The Individual

The article substantiates the features of leadership in the professional activity of a teacher. It is emphasized that leadership is a specific type of management relationship, which is based on social interaction, and the leader in this situation is an innovator. The functional differences of a leadership (regulation of interpersonal relations in the team, spontaneity) and management (organization of official relations of the group as a certain social organization, purposefulness, control of various elements of social structure) are determined. It is argued that a person's leadership qualities mean a set of their psychological qualities, abilities and features of intragroup interaction that ensure the success of their leadership functions. Important leadership behavioral qualities of a leader: responsibility, cooperation, personal development, resilience, awareness, integrity. The organizational and managerial qualities of a teacher-leader (professional competence, moral qualities, ability to work, culture of taking into account different points of view, etc.) are systematized and the differences in the activity of a teacher-functionary and a teacher-leader are determined. It is noted that the effectiveness of leadership is determined by the teacherʼs ability to perceive and satisfy the specific needs of the group at each stage and choose the appropriate style of influence, harmoniously combining individual and group needs while providing the necessary conditions for completing the assignment. The main problem of leadership is to maintain consensus and unity of the staff of the educational organization on the basis of common goals and values, the implementation of a specific approach to reveal the individual potential of staff. It is concluded that the training of a teacher-leader should be aimed at developing his analytical skills, at the formation of design and modeling competencies, at stimulating the individual to a possible solution of the problems in difficult and uncertain situations, at the ability to respond not only quickly but also on the basis of various strategies behavior. Keywords: leadership, teacher, qualities of a leader, professional competence.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

scholarly journals Project management education in Croatia

2020 ◽  
Vol 25 (1) ◽  
pp. 255-278
Author(s):  
Ivana Bestvina Bukvić ◽  
Iva Buljubašić ◽  
Marija Ivić
Keyword(s):  
Project Management ◽  
Management Education ◽  
Business Environment ◽  
Project Managers ◽  
Project Manager ◽  
It Industry ◽  
Study Programs ◽  
Project Management Professionals ◽  
Education Model ◽  
Additional Level

Since today's dynamic and competitive business environment increasingly requires additional level of competence, the project manager is, certainly, a profession whose value and demand is growing. As to reach the project objective, the project manager should have an adequate education, which is the reason why the corporations, especially in the Information Technology (IT) industry, are among leaders in investment to project management education and certification. The aim of this paper is to contribute to the identification and understanding of the project management education model in Croatia and explore possibilities for its improvements, especially in the field of the project management in the IT industry. For that reason, through 2018 and 2019, authors conducted the research on availability of project management education programs in Croatia, opportunities for international certification as well as attitudes of the project management professionals in IT sector on the existing education model. The study suggests that there is a growing trend of project managers’ certification, especially in the IT industry, as well as a variety of informal programs for project management education. Simultaneously, there is a lack of project management university study programs. Empirical results show that project management study programs lack the practical segment and are, in most cases, offering only fundamental theoretical knowledge. Therefore, authors, on the basis of the literature review and analysis of IT sector needs assessment, provide recommendations of the domains, to be included into future university study programs.

An empirical examination of the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 9 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Project Managers ◽  
Project Manager ◽  
Symptom Clusters ◽  
Project Teams ◽  
Operational Effectiveness ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM). Design/methodology/approach – In total, 160 actively employed business graduate students participated in a business course where they were assigned to four person project teams responsible for completing a major business project. The project contained four sub-projects each of which was managed by a different team member. At the end of the semester each team member rated the others on their operational effectiveness as a project manager. Each subject identified a close associate who completed an observer version of the Brown Attention Deficit Scale. Product moment correlations were used to test the hypotheses that AAD and each of the symptom clusters are negatively associated with OEPM. Simultaneous linear regression was used to test the hypothesis that difficulties activating and organizing to work (DAOW) is uniquely associated with OEPM after controlling for the influence of all the other symptom clusters. Findings – AAD and each of the symptom clusters is negatively associated with OEPM, and DAOW is uniquely associated with OEPM. Research limitations/implications – Research study is limited by use of an indirect work sample (working graduate students) and future research requires direct workplace samples of project managers. The influence of creativity within the relationship between AAD and project management effectiveness requires further investigation and may reveal beneficial aspects of the disorder. Practical implications – Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the influence of AAD on OEPM. The provision of intensive project management training/coaching, regular performance feedback, project management tools and an organized work space free of distractions is suggested for disordered project managers. Disordered project managers are especially vulnerable during the task activation and organization phase which may be addressed through the use of peer coaching and constructive team support. The effective design and management of project teams represents a significant opportunity for distributing the potential creative benefits of the disorder while managing the deficits. Pairing disordered employees with coworkers who are less creative but have better administrative skills may be mutually beneficial. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first examination of the influence of AAD within the nomological network that determines project manager effectiveness. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

A Comparison of the Behavioral Competencies of Client-Focused and Production-Focused Project Managers in the Construction Sector

2005 ◽  
Vol 36 (2) ◽  
pp. 39-48 ◽  
Author(s):  
Andrew Dainty ◽  
Mei-I Cheng ◽  
David Moore
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Project Managers ◽  
Project Manager ◽  
Body Of Knowledge ◽  
Generic Management ◽  
Job Role ◽  
Management Competency ◽  
Behavioral Event ◽  
Behavioral Competencies

The importance of evaluating behaviors as an underpinning component of the project management body of knowledge is widely recognized. This paper reports on research that evaluated the behaviors of two functionally disparate sets of project managers operating within the construction industry. The first comprised those with overall responsibility for the on-site production function (the management contractor), while the second comprised client project managers overseeing project activities on behalf of the procuring organization (client's project managers). The behavioral competencies of both groups were evaluated using the established McBer methodology (cf. Spencer & Spencer, 1993), in which managerial characteristics are measured using behavioral event interviews. A total of 40 superior performing project managers were behaviorally profiled. The findings reveal 11 behaviors that are generic in nature and underpin effectiveness in the project management role, with one additional competency apparently determined by the particular job role context of the project manager. Comparisons are also drawn with the generic management competency profile, which suggests the existence of a range of behaviors specific to the project management discipline. The identification of both generic and job-specific competencies for the project management role has potentially far-reaching implications for the way in which project managers are developed in the future.

scholarly journals Novel Assessment of Innovation in Projects and Mega-Projects

2019 ◽  
Vol 8 (3) ◽  
pp. 793-796
Keyword(s):  
Project Management ◽  
Decision Maker ◽  
Project Managers ◽  
Project Manager ◽  
Senior Management ◽  
Limited Resources ◽  
Innovative Technology ◽  
City Councils ◽  
Utilization Of Technology ◽  
User Friendly

A project manager / investor / decision-maker has limited resources. To improve project management and results, innovative technology can be introduced, or available resources can be managed in an innovative way. We note this in this paper: innovative substance or innovative use. We will develop a novel, user-friendly model to guide project managers, senior management, city councils and political / economical leaders in their choices for the utilization of technology in projects and mega-projects.

Recruiting a Project Manager

2015 ◽  
Vol 6 (1) ◽  
pp. 54-65 ◽  
Author(s):  
Neelov Kar ◽  
Subhro Mitra
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Project Managers ◽  
Project Manager ◽  
Management Project ◽  
Management Principle ◽  
Project Deliverables ◽  
The Right ◽  
Client Program ◽  
Tools And Methods

Project management is a practice based profession. Just knowing the project management principles does not make a person a successful project manager. It is more important to assess how the candidate applies the project management principle in practice than merely knowing the theoretical aspects of project management. Project Managers play a critical role in the organization. They are responsible for maintaining the revenue stream by ensuring steady flow of project deliverables, be it an internal initiative or a client program. As a Hiring Manager one has to use the right tools and methods to select the right candidate for the position of Project Manager. In this article some of the basic qualities of a Project Manager and the interview techniques adopted to select a Project Manager are discussed. The paper ends with discussion on new competency areas of Project Managers and new roles played by Project Managers in those areas.

Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness

2017 ◽  
Vol 8 (4) ◽  
pp. 46-65
Author(s):  
Mira Thoumy ◽  
Joelle Moubarak
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Random Sample ◽  
Commercial Banks ◽  
Project Managers ◽  
Project Manager ◽  
Management Effectiveness ◽  
Information Technology Projects ◽  
Multiple Project Management ◽  
Different Levels

This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.

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