Leadership for the Program Name

BSBPMG617 Provide leadership for the program

Running head: LEADERSHIP
Leadership for the Program
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Task 1.........................................................................................................................................2
Task 2.........................................................................................................................................7
Task 3.......................................................................................................................................15
Task 4.......................................................................................................................................19
Task 5.......................................................................................................................................20
Task 6.......................................................................................................................................22
References................................................................................................................................24

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Task 1
1. Research and Compare 3 Behavioural Models beneficial for Program Manager
There are few behavioural models, which could be extremely beneficial for a program
manager to enhance his or her working behaviour or style. A comparison of three behavioural
models is provided below:
i) Maslow’s Hierarchy Theory: This particular theory states that different individuals
do not work for security or money only (Conger 2015). As per Maslow, as soon as an
individual fulfils the basic requirements of security and money, that particular person tends in
seeking actualization of their potential and then get engaged in self-actualization. A program
manager would be able to identify the different stages of his needs and hence provide better
results to the assigned works.
ii) Herzberg’s Hygiene Theory: According to this theory, different factors, which
contribute to the overall success factor of an individual could be sub divided into the absence
or presence of different hygiene factors. As a result, the program manager gets an opportunity
to differentiate between motivating factors and demotivating factors. The manager even
requires to understand that it is his or her responsibility for taking the lead to motivate the
team members.
iii) McGregor’s Theory X and Theory Y: These two theories state that the individuals
require to be supervised and then told what should be done for their work (Antonakis and
Day 2017). Theory X refers to those people, who dislike work, comprise of little ambition
and does not take up responsibilities. However, theory Y refers to those program managers,
who like their work and is highly ambitious.
1.1 Selection of a Model that is beneficial for the Role of Program Manager

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A suitable behavioural model that would be beneficial for the role of program
manager is Maslow’s Hierarchy of Needs Theory. It is beneficial, since it depicts five tiers of
human needs and these needs are physiological, safety, love and belonging, esteem and
finally self-actualization. As a result, it becomes easier for the program manager to ensure
that he or she would be achieving success for the needs and would be motivated towards his
or her work.
2. Brief Description of 4 Major Negotiating Styles
4 vital and significant negotiating styles are provided in the following paragraphs:
i) Competitive: The first and the foremost negotiating style is competitive style
(Bolman and Deal 2017). Such personalities are highly result driven and they are focused and
assertive in their respective communication. Moreover, they are strategic thinkers for their
works.
ii) Collaborative: This particular negotiating style ensures honest and open
negotiation and the negotiator can understand the major concerns as well as interests of the
other party. Hence, creative solutions are being implemented for satisfying both the parties.
iii) Compromising: The third style is compromising style and this particular
negotiator’s major concern is conducting what is fair for both the parties and also finding out
a middle decision (Robertson 2016). As a result, both the parties are satisfied on a common
decision.
iv) Avoiding: The avoiding negotiation style does not approve negotiation and hence
they try to avoid various situations, which might result in conflict as they find them
intimidating as well as stressful by staying behind negotiation.
2.1 Selection of a Negotiation Style for negotiating an increase in the Program Budget

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The most suitable and appropriate negotiation style for negotiating an increase in the
program budget would be compromising style. It is extremely important for the program
manager to ensure that the budget is being approved by the client and hence there should a
mutual compromise for the program budget.
2.2 Influential Tactics to be used in Negotiation
The most effective and influential tactics that are to be used in negotiation of the
program are as follows:
i) The program manager should listen to the other team members and client for
ensuring that every detail is being covered in the program and innovative ideas are included.
ii) Timing should be used as an advantage to the program and every step should be
executed according to its timing (Rosenbach 2018).
iii) It is needed to find out the correct way for framing the negotiation and hence the
best perspective is to be searched, in respect to money, delivery schedule, quality and time.
2.3 Effective Communication with the Stakeholders during Negotiation
It is needed to communicate with the stakeholders during negotiation, so that they
support the overall budget of the program. It can be done after identifying the needs of
stakeholder communication. This type of communication can be ensured by scheduling a
meeting or conference call. Moreover, the project summary report can also be used for
undertaking the ideas of the stakeholders.
3. Identification and Description of 4 Current Ethics, Equity and Norms, Regulations
and Legislations relevant to the Program
4 current ethics, equity and norms, regulations and legislations that are relevant to the
program are as follows:

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i) The first aspect is to support and respect every team member, so that every
individual is able to share his or her views regarding the project work.
ii) Following ethical approach is the second aspect to be included in the program, for
proper execution of the program in the most effective manner (Grint et al. 2016).
iii) Ensuring equality and equity is being followed under every circumstance for the
program to be executed.
iv) Involvement of rules and legislations related to negotiation is the next distinct
aspect.
4. Five Learning and Development Methods and Strategies to be used in the Program
Five learning and development methods and strategies to be used within the program
are as follows:
i) Group Discussion Method: It is a basic method or strategy, utilized for knowledge
and development of the trainees. Different individuals can examine the commonalities for
deriving the underlying generalized principle.
ii) Role Playing Method: It involves a set of expectations within a specific position
and is also determined by the role partners (Priest and Gass 2017). These roles are reciprocal
and can be described in pairs like trainer and trainee, buyer or seller, interviewer and
interviewee and many more.
iii) Case Study Method: With this method, a narrative description of a real scenario
related to the business or company is being provided for depicting the issue that individuals
can face in employment.
iv) Simulation Exercises Method: The fourth method or strategy is simulation
exercises method. The simulators are a group of training devices of varying complexity

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degrees, which model the real world. The main benefit of simulation method is that they are
responsible for improving the learning possibility to a high level.
v) Sensitivity Training Method: It is a collection of experiences within unstructured
agenda less groups that are designed for making people aware of themselves and get insight
of the immediate situation (Western 2019).
5. Different Types and Format of Program Vision with Comparison amongst Two of
them
There are various types and format of program vision like equality for everyone, a
world without Alzheimer’s, a just world without poverty and many more. A comparison of
two of them is as follows:
i) Habitat for Humanity: “A world where everyone has a decent place to live”.
ii) Make a Wish: “That people everywhere will share the power of a wish”.
The main similarities of these two vision statements include both of them have 10
words and provide idea about the business. The different between them is that Make a Wish
provides a specific business oriented vision statement, however, Habitat for Humanity
provides a general statement.

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Task 2
Section 1: Program Vision
i) Vision Statement: To empower all individuals and achieve success in work, so that
innovation and creativity is enhanced.
The aim of this program is to:
a) Empower every individual for achieving more in his or her work.
b) Become popular and significant to enhance innovation, creativity and proper
execution.
ii) Description of the Statement: When every individual or team member would work
efficiently, it is evident that the company would be gaining profit and there would be an
alignment in the organizational strategic direction, values and mission (Frohlich and
Oppenheimer 2015). The company is focusing on different attributes, so that every customer
and employee is able to gain knowledge about the operations and processes of the business
and they obtain maximum success without much complexity or issue in the work.
iii) Negotiations to be conducted with Stakeholders: The program managers can
involve negotiation program with other stakeholders like clients and management for
ensuring that the program vision is highly effective and efficient in respect to other aspects. It
can be done by justifying the position and proper communication with the other stakeholders,
so that they obtain significant knowledge about the requirement or need to be fulfilled under
every circumstance. Moreover, a compromising approach to negotiation or compromising
negotiation style would also be effective for executing the program vision easily and
promptly. As a result, proper strategies should be incorporated within the organization and
program vision is maintained eventually.

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Section 2: Socially responsible practice
i) Planning: Different explicit expectations for socially responsible practice in the
program include working with the third parties for ensuring safer working environment and
creation of an environmentally friendly industrial procedures (Covin and Slevin 2017). Few
strategies to communicate these expectations to the program staff and relevant stakeholders
include identification and understanding the organizational aspects and proper reposition for
a broad social good. Moreover, few meetings and conference calls should be incorporated for
ensuring a motivational and meaningful framework. It would not involve strict compliance,
however, employee perceptions and customer experiences would be met.
Lack of compliance issue would also eradicated on a priority basis and different
issues related to such situation would be solved eventually (Komives and Wagner 2016). The
threats could be identified and addressed in the program by incorporation of few strategies,
such as implementation of a risk management process or framework, taking consultation
from an expert, being positive, conducting internal research about the individuals and their
vital moves, conduction of external research regarding their competitors, seeking regular
employees’ feedback, making proper analysis of the customers’ complaints and even
utilization of different software or models. These distinct above mentioned strategies would
also ensure that the respective compliance issues are being resolved successfully.
ii) Policy and Procedure: Title: Safety report Breach of the Leadership Program
Purpose of the policy: The main purpose is to highlight the safety breaches within the
program for ensuring socially responsible practice.
Scope of the policy: The scope of the policy is to increase the chance for better
security and safety of the attributes and aspects.

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Policy content: The KPIs include eradicating every means of data security and
involving high level processes of net sales as well as hours of resources being utilized (Renz
2016). These KPIs would be responsible for ensuring that the policy purpose and scope is
being fulfilled and the organization would get maximum success without much complexity.
Moreover, the approach towards other individuals would be much more secured and the
confidential data would not be lost under any circumstance.
Version control: The version control of the policy includes involvement of new
aspects and features related to program management and legislations for ensuring safety.
Implementation of new computer security or network security is the major version control for
this program. The most significant examples of version control include antivirus programs,
PerForce, Apache Subversion and many more.
Section 3: Behavioural expectations
i) Behavioural Expectations: 5 behavioural expectations are:
a) Respecting their own weaknesses and strengths for ensuring that the project is
getting executed successfully.
b) Understanding that social and technological growth is a never ending procedure for
the program.
c) Clear communication of the rules, expectations and objectives (Martin et al. 2017).
d) Responding to subsequent behaviours predictably and consistently.
e) Discrimination amongst issues of problem ownership and responsibility.
ii) Expectations of a Project Manager: The main expectations of a project manager
are:

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a) They should exhibit higher degree of self efficacy and empathy, so that it becomes
easier for them to execute the project work without much complexity.
b) The project manager should anticipate the probable problems and then react
quickly for avoiding them. It is required since any type of sudden issue can include within the
project.
iii) Behavioural Expectations with communication: Different behavioural
expectations eventually point to the core capability of a project manager for the core purpose
of motivating different individuals within the team towards the achievement of a common
goal (Herman 2016). These expectations can be communicated to the team of project
managers by few strategies like meetings and conference calls. It would ensure that every
member of the team is aware of the expectations and hence they are able to deal with the
complexities and difficult situations easily and promptly for the business. As a result, the
business would get better outcomes without any issue.
iv) Strategies for Behavioural Expectations: Few strategies for encouraging proper
behaviour and also discouraging undesirable behaviour within program personnel include:
a) Hiring people with correct values and attitudes to ensure that the behaviour is
proper and effective.
b) It is needed to communicate the respective behaviour that is desired by the
management to the program staff and team members.
c) It is also effective to reinforce the most appropriate behaviours and then understand
the cause as well as motive of the behaviour (Cashman 2017).
d) The next distinct and important strategy is to respond to the behaviour consistently
and paying attention to the employees’ behaviour.

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Section 4: Program roles
The key program roles and responsibilities are:
Program Components Roles Key Responsibilities
Scope Project manager i) Creating scope statement.
ii) Checking overall
progress.
Critical Success factors Strategist i) Ensuring that CSFs are
fulfilled.
ii) Implementing plans for
meeting the goals.
Deliverables Content Creator i) Checking the probable
output.
ii) Creating content for the
program.
Work breakdown structure Coordinator i) Breaking the project into
parts.
ii) Reducing complexity.
Risk register Risk manager i) Identifying the main risks.
ii) Providing solutions for
the risks.
Schedule Project Schedule manager i) Ensuring project is
completed within time.
ii) Not wasting time.
Budget Financial manager i) Ensuring budget is not

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overshot.
ii) Every aspect followed in
the budget.
Quality Quality Coordinator i) Ensuring project quality is
maintained.
ii) Focusing on scope
statement.
Human Resources Plan HR manager i) Every team member is
included in the team.
ii) Individuals getting
payment.
Stakeholder list Project evaluator i) Checking if all the
stakeholders are included.
ii) Proper evaluation of the
work is done.
Communication Communication manager i) Communicating with all
stakeholders.
ii) Involving different
approaches of
communication.
Procurement plan Procurement manager i) Checking if project
procurement is proper and
appropriate.
ii) Procurement of different
resources.

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Output Client i) Ensuring plan is not
changed drastically.
ii) Checking if output is
proper.
Overall success attribute CEO i) Checking the entire output
of the work.
ii) Providing feedback on
the work.
Negotiation Resource Investigator i) Negotiating with the
client.
ii) Finally fixing a budget
for the project.
Section 5: Issue management
i) Issue Management Strategy: This type of strategy eventually sets the major
expectation, by which issues would be prioritized, managed as well as escalated as per the
rules agreed by the project stakeholders and hence ensuring better effectiveness. The most
effective strategy for issue management in this scenario would be integrating scanning of
issues into the regular works (Sanders 2017). The project manager should be aiming to make
the project work a successful one. When a challenging issue would strike, a proper scanning
would help in responding by drawing on the developed understanding of major players,
pressure issues and influencers in the work.
ii) Issue Escalation Process: The steps are as follows:
a) Identification of the issue.
b) Validation and prioritization of the issue.

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c) Analysis of the issue highlighted.
d) Proper tracking and reporting of the issue highlighted.
e) Understanding the process of escalation.
f) Proper resolution and closure of the issue.
Section 6: Environment of confidence and trust
A significant strategy is required to be developed for supporting the creation of a
program environment of confidence, open discussion and trust. It is extremely important and
significant to treat the stakeholders equally and fairly, so that no stakeholder or member has a
feeling that he or she is avoided and proper suggestions are not undertaken from them. It also
helps in ensuring that the stakeholders are getting trust and confidence amongst the team
members or stakeholders and also recognizing high excellence (Mittal and Dhar 2015).
Moreover, challenge stress is also reduced in this aspect and the business would gain
maximum effectiveness.
For the purpose of encouraging and facilitating an open discussion amongst the team
members as well as other pertinent stakeholders within the sponsoring company can be done
with the help of a proper communication amongst the team members and senior management.
It would be extremely effective for the organizational members to ensure that the project
leader is getting maximum success in their business and company, only when the
stakeholders are satisfied. A proper commitment of the program team to the program vision
as well as implementation of the program plan could be done by one to one interaction with
the rest of the members and understanding their weaknesses and difficulties eventually.

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Task 3
Section 1: Learning environment –planning
The major and the most significant strategies for encouraging project managers,
program staff and key stakeholders like customers and finance manager for viewing program
planning and treating errors and mistakes include building trusting relationships with the help
of proper interaction and reputation and also making significant participation for the
stakeholders to ensure high benefit from the process (Spears and Lawrence 2016). Strategies
to be used for encouraging reflection as the review of practice include analysis of the
requirement and issue of every stakeholder, so that it becomes easy to engage with them and
also influence them.
Strategies for identifying, capturing and exchanging knowledge are as follows:
i) Knowledge regarding stakeholders’ ca be captured by establishment of a KM
program objectives.
ii) Knowledge regarding technological requirements can be determined and
prioritized by involving a high level process.
Different methods and processes to be used for maintaining knowledge management
procedures are as follows:
i) Inclusion of a chance for change in the business processes (Renko et al. 2015).
ii) Assessment of the current state of the organization.
iii) Measurement and improvement of the KM program.
Section 2: Learning environment –scenarios
Example 1: It is needed to assess the needs for better examination of the data.

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Example 2: The error in budget estimation from a project manager can be used as a
learning opportunity for the project manager by learning to fix these errors and ensuring
better effectiveness.
Example 3: Proper communication and training should be given to the team.
Section 3: Learning Environment
i) Sample of the Implementation of Program Knowledge: The sample of a newsletter
is provided below:
Welcome to the Leadership program
Leadership for success: The leadership for success program would be responsible for
eradicating all types of complexities and issues related to leadership.
For the participants, it would be providing a major opportunity to show their
leadership skills and gain new knowledge on the other skills to be included amongst
themselves.
For the team members, it would be providing opportunities to identify their gaps and
challenges to be faced in the business.
A skills strategy will be included in the program after aligning it with the behavioural
expectations of employees.
ii) Sample of a high level training plan: The training plan is as follows:
a) Topic of the training: The training would be for personal development of the
employees in the respective organization.
b) Reason to include the training: The main reason for inclusion of this training is to
ensure that the employees are able to perform well and provide proper performances.

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c) Time of the training: The training should be conducted in the first month of
employee joining.
d) Format of the training: It should be a face to face training, so that better
communication is established in the business.
e) Estimated cost of the training: Around 2000 dollars would be the estimated cost of
the training.
f) Resources required: Laptops and projectors would be required for this training.
iii) Draft PD for one of the Project Managers: The personal development plan for
one of the project managers is as follows:
a) Personal leadership development: A proper mechanism should be introduced, so
that the manager is able to find out his leadership skills.
b) Interpersonal leadership development: Interpersonal leadership development can be
implemented after motivating the employees to work better and properly.
c) Group and Organizational leadership development: For this purpose, the manager
should involve new techniques related to group and organizational performances.
Section 4: Case study
i) A collaborative approach is required for this situation. A meeting should be
arranged for the project manager to understand his or her ideology regarding the program.
ii) It can be used as a learning opportunity by identifying the major attributes that are
causing error (Verba 2015).

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iii) Up gradation of new changes should be made for the most relevant KM process
for ensuring that the organization is gaining maximum success. Moreover, feedback process
should also be included in this KM initiative.
iv) Feedback should be taken on a priority basis for understanding and discouraging
the undesirable behaviour in the program team.
v) Democratic leadership style would be more suitable for this scenario as opportunity
should be given to every team member for the process.
vi) A proper learning or knowledge is gained from the process that this type of issue
could be eventually resolved as a program manager and a leader for the program that not
every stakeholder would agree on the decision undertaken.

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Task 4
Section 1: Leadership development plan
i) As a program manager, democratic leadership style is the most suitable style for
better management of the program effectively.
ii) I have the leadership skills of transformational style and as a result, I provide
opportunity to all the stakeholders, however, I wish to develop the skills of a democratic
leader.
iii) The most significant and important plan that can be implemented by me for
identifying the gap analysis of the missing leadership style and skills is improving my
communication skills (Herman 2016). It is extremely important to ensure that I am listening
to the issues of my team members and they are able to share their problems.
iv) Setting out of a proper plan is required for honouring these realistic personal
expectations. For this purpose, I would require to set my priorities and the issues would be
highlighted.
v) a) For adapting interpersonal skills and leadership style within the program like a
personality clash with a project manager, I would need to discuss the matter with the
manager, so that it becomes transparent amongst us.
b) For working 2 additional hours every day, unpaid for 3 weeks, I would need to
share my views and attributes with the entire team, so that they get a clear idea about the
probable output.

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Task 5
Section 1: Presentation
Presentation Strategy
i) An official mail or newsletter should be given to all the stakeholders that they are
invited to the presentation.
ii) The key topics that are to be addressed in the respective presentation include
objectives, vision of the program, vision aligning with the sponsoring organization’s mission
and values, communication to be used for keeping stakeholders engaged or informed, listing
the expectations for socially responsible practices, asking for feedback about probable
threats, behavioural expectations, roles and responsibilities and purpose of the presentation.
iii) The presentation will be delivered in a Power Point format and duration would not
exceed 30 minutes. Digital media would be used.
iv) Collaborative negotiation, visual communication and positive influence would be
used.
v) Potential objections identified are:
a) The first objection was during selection of a negotiation style. I analysed all the
styles and then selected collaborative style.
b) The second objection was during selection of roles and responsibilities. I checked
and analysed the requirements of the program and then selected them.
vi) Feedback forms would be given to the audience.
Feedback
Summary of Feedback: According to the audience, another communication style should

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be changed and more realistic approach is to be included. Moreover, there should be scope
for additional behavioural expectations.
Changes and Refinement Applied: i) I have added another communication style of verbal
with visual.
ii) I have added extra scope for behavioural expectations.

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Task 6
Section 1: Case Study
1. i) I would be communicating with the project manager personally for making him
understand about the unprofessional behaviour. Such meetings would be frequent, for at least
once a week.
ii) I would be approaching the project manager in a friendly manner, so that he is able
to get encouraged into an open discussion (Cashman 2017).
iii) I would be applying democratic leadership style and interpersonal attribute, so that
the PM can discuss with me about the issue.
iv) I would be arranging a team meeting with the all the stakeholders and discuss, so
that the differences are managed eventually.
v) I would be dividing the work pressure equally for maintaining a fair approach
towards the stakeholders.
vi) I would involve strict laws and legislations against the team members for any type
of undesirable behaviour.
vii) I would periodically communicate with my team members for treating the
behavioural concerns as the learning opportunity for PM.
2. A) I would discuss with that particular team member and warn him or her regarding
such unprofessional approach during work hours.
B) I would take legal steps against the PM, who has taken credit for the team
member’s work.

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C) I would not include any member in my team, before he or she clears the interview
or selection process as it is unethical (Covin and Slevin 2017).
D) I would take legal steps against the PM and even suspend him for such action.
E) I would not communicate about this attribute with my friend as it would be
unprofessional to communicate in such manner.

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