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(PDF) Leadership Communication in Project Management

   

Added on  2021-04-29

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2021The Impact of Leadership Skills On Project Success Communication in project management

1 1. Introduction Theories of leadership have evolved over time. Leadership theory began in the 1930s and 1940s, focusing on leaders' personal characteristics such as physical appearance and personalities. In the 1940s, the behavioral school of studies, which concentrated on leadership tasks, arose. The idea was that leadership could be taught rather than being a natural trait. The contingency school emerged in the 1960s, and it was concerned with the appropriateness of various leadership styles in various leadership circumstances by matching a leader's personal characteristics to the leadership situation. In the 1980s, the innovative and charismatic school emerged, focusing on organizational change through the advancement of vision, charisma, respect, and trust. Before 2000, the emotional intelligence school (Müller and Turner, 2010) appeared. This paper looks at leadership in general, project manager skills and responsibilities, project manager communication skills, project management leadership communication, and leadership communication. Contact is important for project execution and management, as well as communication between the construction project team and stakeholders, as part of leadership. 2. Literature review: 2.1. Leadership styles The following leadership styles have been chosen as well-known leadership styles in the field of business management (Smit and Cronje, 2002). Although the study does not specifically address leadership styles, they do have an impact on communication efficacy, so a review of leadership styles is necessary. Depending on the case, the models may be used individually, selectively, or in combination. McGregor’s theory X and theory Y style Theory X and Theory Y are two basic approaches to managing people suggested by McGregor. The average person, according to Theory X, would do anything to escape work and obligation, and therefore must be directed and compelled to work (Burke and Barron). According to Liu, Fellow, and Fang (2003), theory X is either employee-

2 centered or people-oriented. Theory Y suggests that team members appreciate their work and will take ownership of implementing and directing the project's goals. Members of the team will handle and operate on their own (Burke and Barron, 2007). Liu et al. (2003) define production-oriented theory Y. Behavioural leadership style This leadership style distinguishes between two basic leadership styles: task-oriented and people-oriented or relationship-oriented. The mixture of the two elements is determined by achievement, motivation, willingness and ability to take responsibility, education, and experience (Walker, 2007). The effectiveness of this leadership style is determined more by the situation in which it is used than by the style itself. The implication of the behavioural leadership style is that in a contact environment, such as when task problems are being addressed, relationships must be prioritized in order for the conversation to be effective. 2.2. The project manager’s communication skills Any organized human activity's survival is primarily dependent on man's ability to interact with others. Indeed, it is difficult to imagine a company in which employees work in isolation without the aid of contact. It's critical to figure out what skills are required to interact effectively for the project's benefit. There are three types of skills: cognitive, technological, and communication skills. The knowledge base of the field is related to cognitive abilities. Technical skills are specialized practical and manipulative techniques that are required in the profession, particularly during the project planning and implementation stages. (Odusami, 2002). Individuals with good communication or social skills are able to communicate efficiently with clients and other professionals (Hargie, 2007). The project manager must form cooperative relationships with project team members, create a positive environment for communication, recognize project participants to ensure engagement, and use an acceptable leadership style (Odusami, 2002). Dick (1997) adds two more skills to the list: interpersonal and emotional skills. Emotional skills include the ability to make good choices in tough situations, accept responsibility, and show bravery. Having the ability

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