Essays on Successful Leadership in Project Management Coursework

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The paper 'Successful Leadership in Project Management" is a great example of management coursework.   For effective project management, it is vital to have the most appropriate leaders in place. In the present fast-changing international marketplace, leaders ought to evaluate situations correctly and act quickly. Learning to use suitable leadership styles when surviving a given situation may enable a leader to become more efficient in business. Leaders also apply their beliefs, experience, values in the management of their routine operations. In a participative leadership style, there is the involvement of people in the decision-making process.

On the other hand, an autocratic leadership style does not involve people in the organizational decision-making process. A transactional leadership style creates a structure for staff members to perform their tasks and get rewards or punishments as suitable. A transformational style creates confidence and trust in his followers to enable the adoption of new procedures and policies. Each of these theories and styles about ways of leading may be applied in the management of change. Therefore, this paper seeks to explore major ways in which leadership is significant in the delivery of successful projects.

Besides, the paper attempts to examine some of the leadership method, concepts, and theories that are useful in the understanding of successful project leadership and the reasons for that. Successful leadership in project management In order to understand effective leadership in project management, it is vital to examine the existing leadership styles or theories. Early researchers categorized leadership theories into various groups that include behavioral theories, contingency theories, power and influence theories, participative theories, management theories, and trait theories among others (Cromb 2005, pp.

166-167). With respect to project management, participative leadership style involves all team members in the identification of necessary goals and development of strategies or procedures for the attainment of those goals. From this standpoint, participative leadership is a kind of style that depends heavily on the leader acting as a facilitator, instead of just giving orders or assigning roles. This kind of leadership is applicable in the business environment, home, or volunteer firms. In the case of project management, the style is influential in facilitating successful delivery of quality projects.

According to Avolio and Kahai (2003, pp. 325-415), one of the advantages of participative leadership is the fact that it facilitates the development of extra leaders who may be useful in the firm in future. Since leaders who support the style motivate active participation of all staff or team members, people usually express their innovativeness ad display talents and abilities that are inexpressible otherwise. The realization of concealed assets enables the team to conduct the project effectively. This also awakens the firm on the significance of developing the skills further for enhanced performance.

Besides, Pauleen 2003, pp. 153-160) says that a participative leadership style helps in the expansion of the variety of team’ s potential. When leadership that necessarily leave all decision making and direction on an individual’ s hands, it is much harder to view a particular approach from various perspectives. When a style motivates team members to participate in the decision-making process, a particular project is viewable from a wide variety of perspectives. This is instrumental in the identification of possible strengths or weakness to an approach, which could go unnoticed, and thus unsolved without this type of participatory decision making and brainstorming.

Nevertheless, Cromb (2005, pp. 166-167) argues that the possible weakness of this style lies in the time factor. The style does not usually involve the requirement for an extra time prior to taking action. This is typical, as its nature implies permitting every member’ s input in the project. Nonetheless, Cromb (2005, pp. 166-167) notes that additional time essential for the process commonly leads to decisions, which eventually benefit everyone to a higher extent compared to faster decisions that have a limited scope.

Successful participative leadership enables the skills and talents of team members to be used in making decisions and implementing them.

References

Avolio, BJ, & Kahai, SS 2003, ‘Adding the “E” to E-leadership: How it may impact your leadership’, Organizational Dynamics, vol. 31, no.4, pp. 325-415. Doi: 10.1016/S0090- 2616(02)00133-X

Bass, B 2006, Transformational leadership, L. Erlbaum Associates, Mahwah, N.J. Pp. 4-20.

Barbuto, JE 2005, ‘Motivation and transactional, charismatic, and transformational leadership: A test of antecedents’, Journal of Leadership & Organizational Studies, vol.11, no.4, pp. 26-40. Doi: 10.1177/107179190501100403

Cromb, D 2005, ‘Implementing virtual teams: A guide to organizational and human factors’,

Leadership & Organizational Development Journal, vol.26, no. 1, pp. 166-167. Doi: 10.1108/01437730510582608

Gray, J 2009, Spiritual leadership for church officers: a handbook, Geneva Press, Louisville, Ky. Pp. 60-70.

Lussier, R 2010, Leadership: theory, application, skill development, SouthWestern/Cengage Learning, Australia. Pp.152-160.

Northouse, P 2010, Leadership: theory and practice, Sage Publications, Thousand Oaks. Pp.114-130.

Pauleen, DJ 2003, Leadership in a global virtual team: An action learning approach’, Leadership & Organization Development Journal, vol. 24, no.3, 153-162. Doi: 10.1108/01437730310469570

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