Essays on Role of Leadership Style in Project Management Report

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The paper "Role of Leadership Style in Project Management" is a great example of a report on management. Project management involves the activities and processes that the project managers take part in to make sure that the objectives of the projects are achieved (Goodpasture, 2010). The fundamental responsibilities of project managers are project leadership, team motivation as well as team building. Project managers use different leadership styles in order to enable project success. In addition, team building is very important in project management as it ensures that the team that works on a project is inspired and motivated to achieve the goals and objectives of the project (Coleman and MacNicol, 2015).

Team building is the process used by project managers to enhance social relations among team members. Project managers should therefore use an effective leadership style in order to ensure team building and employee motivation. Effective leaders are very essential to the success of any project work. A leader aspires for productivity and change in employees towards desired objectives and goals. The qualities of good leadership are the same (Coleman and MacNicol, 2015).

Good leadership is founded on a respectable personality and unselfish commitment to the employees and the organization. This paper will detail out the role of leadership style as well as team building in project management. Leadership can be defined as the process of leading, directing and influencing people and motivating them to achieve desired organisational goals (Northhouse, 2010). Effective leadership styles play a fundamental role in bringing about project success. Project managers therefore can make use of different leadership styles such as transformative, autocratic, bureaucratic, and laissez-fare leadership etc.

Autocratic leadership style has been widely used in project management and involves managers making decisions on their own without involving employees but the opinions of employees are taken into consideration (Northhouse, 2010).

References

Coleman, S., & MacNicol, D. (2015). Project Leadership. Farnham, Surrey, UK Burlington, VT: Gower.

Crawford, L 2005, Senior management perceptions of project. International Journal of Project Management , 23 (1), pp. 7‐16.

Crossman, J., Bordia, S. and Mills, C 2011, Business Communication: for the global Age, McGraw-Hill, North Ryde, N.S.W.

Ferraro, J 2007, The Strategic Project Leader: Mastering Service-Based Project Leadership, Boca Raton, FL: Auerbach Publications.

Fredrick, H., Bernard, M. & Barbara, B 2011, The Motivation at Work: Volume 1 of organization and business, Transaction Publishers, London.

Goodpasture, J 2010, Project Management the Agile Way: Making it Work in the Enterprise, Ft. Lauderdale, FL: J. Ross Publishing.

Michels, R 2001, Team Building: The Road to Success, Spring City, PA: Reedswain.

Northouse, P. G 2010, Leadership: Theory and Practice, Thousand Oaks, Sage Publications.

Robinson, G & Rose, M 2004, A Leadership Paradox: Influencing Others by Defining Yourself: Revised Edition, Bloomington, Indiana: AuthorHouse.

Schyns, B & Meindl, J 2005, Implicit Leadership Theories: Essays and Explorations, Greenwich, Conn, Information Age Publishing.

Turner, J & Müller, R 2010, Project-Oriented Leadership, Farnham, Surrey, UK Burlington, VT: Gower Publishing, Ltd.

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