Project Leadership

This document discusses the concept of project leadership and its significance in successfully completing a project. It explores different leadership styles and their selection based on team members' characteristics. The document also provides insights into the ranking criteria for evaluating project leadership and discusses the relevance of these criteria with project management theory. It further highlights the importance of team members and their leadership models.

Project Leadership
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Table of Contents
Introduction......................................................................................................................................3
Leadership skills of each assignment team member using a leadership model/models..................3
Reasons for model selection............................................................................................................4
Task 2...............................................................................................................................................6
Leadership styles.............................................................................................................................6
Ranking criteria...............................................................................................................................7
Criteria relevnace with project leadership theory/practical project management..........................10
Team member ranking...................................................................................................................15
Project team member and stakeholder...........................................................................................19
Conclusion and recommendation..................................................................................................20
Reference list.................................................................................................................................22
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Introduction
Project Leadership is an act of being a team leader for the successful completion of a
particular project. The undertaken project is successfully completed under the leadership of
an effective team leader. It is important to be stated here that project leadership is an
amalgamation between management and leadership. It is a mix of soft skills, science and arts.
The people working in the organisation are the most important asset of the
organisation. Effective leadership is the art of getting things done from the employees of the
organisation. The managers and leaders are not synonymous with each other, and there is a
thin line of difference between both. Managers have just tasked delegators whereas the
leaders train, motivate and develop their team members (Bishop, 2015).
Leadership skills of each assignment team member using a leadership model/models
For the purpose of understanding the leadership roles and models in a better way, the
project has been segregated in a group of 5 team members, namely member 1, member 2,
member 3, member 4 and member 5.
The goal of this study is to understand the leadership skills of individual team
members based on their personal characteristics. It is believed that even though a person can
be trained with the technical aspects of leadership, he will only understand and implement
the leadership style based on his point of view (Bevan et al. 2018). This point of view is
generally imbibed in the subconscious of the person, which in layman terms is known as the
characteristics of a person or the personality traits.
Each team member has been assigned a specific leadership model, based on their
personality, characteristics, traits and qualities acquired over a period of time (Bradley,
2016).
It is said that a leader is born not made, few inherent qualities of the leaders are:
 Ability to delegate
 Ability to inspire
 Commitment
 Communication
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 Confidence
 Creativity
 Honesty
 Intuition
 Positive attitude
 Sense of humour
All the leaders possess different qualities; not all the leaders have all the qualities.
Let us evaluated the qualities associated with the members of the team associated with this
project (Loerakker et al. 2017).
Member 1: Autocratic Leadership Style
Member 2: Transactional Leadership Style
Member 3: Democratic Leadership Style
Member 4: Transformational Leadership Style
Member 5: Coaching Leadership Style
Reasons for model selection
The models have been selected based on the personality traits of the team members.
Each member of the team is laced with different personalities; hence the outlook of every
individual with regards to the organisational problems is different (Antonakis & Day, 2017).
The reason why the above leadership styles have been associated with the different members
is as follows:
Member 1: Autocratic Leadership Style
Member 1 is allotted leadership quality because he is authoritative in nature. Member
1 advocated his authority on all the work processes in the organisation. The decision making
is solely based on his discretion and hardly invites suggestions from other team members and
peers. When it comes to following the rules and protocols, member 1 has a rather rigid
approach. He believes in only following the rules, and no creativity is entertained. When it
comes to trust, he trusts himself to complete the task on time and in the right manner (Allen
et al. 2016).
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Member 2: Transactional Leadership style
Member 2 has been assigned the role of a transactional leader because he believes in
the carrot and sticks approach to get his work done. He is definitely a motivator, but his
motivation comes from the needs to fulfil his own aims and objectives. When the work is
done as per his requirements, then he treats them with rewards, and when someone falters
then, he takes punishment as a corrective means to achieve his objectives (Aga et al. 2016).
Member 3: Democratic Leadership style
Member 3 is given the status of a democratic leader because he believes in active
involvement and participation from all the team members. The decision-making process he
follows involves taking suggestions and feedbacks and then implementing decisions based on
the consensus of everyone. He delegates the responsibilities and authority to the members
with proper guidance and control to ensure the achievement of team objectives. He is an
excellent motivator, competitive, courageous, creative, fair, honest and intelligent (Fernandez
et al. 2015).
Member 4: Transformational Leadership style
Member 4 always goes for a contemporary approach in finding a solution to
problems, and modern techniques for conflict resolution. He gives much thought towards his
work and team members (Larson et al. 2017). When it comes to facing challenges and taking
risks, he does not scare easily. He is visionary in his work approach, he thinks through every
detail and inspires his team and peers at every step. He is very charismatic, which makes
many people follow him; leadership comes naturally to him.
Member 5: Coaching Leadership Style
Member 5 is a coach and also possesses leadership qualities. He develops and
improves the performance of his team and focus on enhancing the competencies of his team
members. He is interactive with everyone, which gives him valuable insight into the minds of
the people thereby using it to achieve results. The team members have the independence of
working at their own pace and strengths, and he is not interfering (Lock, 2017). He is
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extremely supportive of his team. He has tact, good communication, and good listener and
query solver.
In the above discussion, it can be seen that all the five members of the team are
different from each other. They all have a different way and tact of handling situations and
delegating the tasks. Some want complete control, whereas some foster the need for team co-
operation. Despite the differences, the role of each member is imperative (Kinnumen et al.
2016).
Task 2
Leadership styles
Every company implements various leadership strategies and styles on all the
projects they undertake. These leadership styles determine the workflow and the desired
outcome of the specific projects (Meuser et al. 2016). A total of five companies have been
chosen for the understanding, evaluation and ranking of the project leadership undertaken by
them. Following are the individual projects of the five companies determined by their
leadership skills:
1. MAC Cosmetics has launched a new project of a new lipstick “Smudge Free”, the
leadership style adopted by the project manager is Autocratic Leadership.
2. Burger King has started a new product, a beverage “Slurpy King”, the project manager
has chosen the leadership style of Transactional Leadership.
3. Uber has launched a new service of food delivery known as “Uber Eats”, the leadership
style chosen is Democratic Leadership.
4. Marks and Spencer have started a new store, and the store manager favours the leadership
style of Transformational Leadership.
5. IKEA has launched a new product of Murphy beds, "Bed raiser" the manager of the
project has chosen a leadership style of Coaching Leadership.
The above companies either have their projects launched or to be launched in the
market. The success and failure of the projects will be in the hands of the project managers
depending on their leadership skills (Ardichvili et al. 2016). In the following paragraphs, we
shall be evaluating the ranking of each project based on the leadership style and denoting
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which is the best leadership style to be incorporated by the managers to lead their team to
success (King, 2017).
Ranking criteria
Different leadership styles are effective and efficient at different points of processes.
In order to develop an appropriate technique for the project leadership ranking criteria based
on the leadership models, we need to take into account a lot of factors (Harding, 2017).
The two integral parts of the project are its manager or leader and the team or group
members. A project is feasible and efficient only when the stakeholders earn benefits out of
it. It is the sole responsibility of the leader to serve this purpose (Grint et al. 2016).
In order to benchmark the performance of the leadership style, we shall design a
model for the team evaluation based on its leadership (Galloway et al. 2015).
The ranking criteria have been divided into four segments:
 Team and work structure
 Control and communication
 The leadership of the team
 Values and attitudes of the team
With the help of these measures, we can construct a framework for analysing the best
team structure based on the leadership. To be precise, we shall be choosing the best
leadership style. The style that will score the highest rank will be the best leadership style,
and the style that will rank lowest is the least impressive leadership style (Fink, 2016).
The approach to be used is Rank-order as a means to understand the ranking of the
best leadership style.
Charact
eristics of the
Team
Environment
Perceived Team Leader Characteristics
Trust
of
leader
Respect
of
leader
Credibility
of leader
Leader’s
ability to
influence
decisions
Overall leader’s
effectiveness
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Interesti
ng and
stimulating
work
Recogn
ition and
accomplishment
Conflict
and problem
resolution
A clear
understanding
of project
objectives and
plans
A clear
understanding
of
organisational
interfaces
Directio
n and leadership
Effectiv
e
communication
Job
skills and
expertise
Low
interpersonal
conflict
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Top
management
involvement
and support
Good
team spirit and
morale
The ranking of the leadership style will be done on a five-point scale. The markings
will be done in between one to five. One will represent a lower rank, and five will depict a
higher rank. The overall effectiveness of the leader will depend on the high rank of the leader
(Coleman & Bourne, 2018).
The determinants to the criteria are:
 Interesting and stimulating work
 Recognition and accomplishment
 Conflict and problem resolution
 A clear understanding of project objectives and plans
 A clear understanding of organisational interfaces
 Direction and leadership
 Effective communication
 Job skills and expertise
 Low interpersonal conflict
 Top management involvement and support
 Good team spirit and morale
The ranking will be based on the criteria of:
 Trust of leader
 Respect of leader
 Credibility of leader
 Leader’s ability to influence decisions
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 Overall leader’s effectiveness
This rank order criterion will be measured for all of the above organisations with
respect to the projects associated with them (Coleman & MacNicol, 2016).
Criteria relevnace with project leadership theory/practical project management
Every project goes through the following stages:
 Defining the project.
 Plan of the project as to what all activities or tasks are required for the completion and
implementation of the project successfully.
 Executing the project as per the plan.
 Controlling and managing the progress of the project
 Closure by evaluation and feedback of its success or failure.
Every project manager plays a different leadership role during the different phases of
the project. For example, at the beginning of the project, he will play the role of an
authoritative leader as the team is practically new, the at the execution of the project he will
play the role of a transactional leader, to teach the team new work processes he will play the
role of a coaching leader (Chen & Rybak, 2017). As the team grows more mature, he will
shift his role towards the democratic or transformational leader.
There are two sets of criteria determined in order to rank the leadership styles. The
first is Characteristics of the team environment and second is the team leader’s characteristics
(Solansky & McIver, 2018). As the internal and the external environment of the team are
deeply impacted by the leader, hence it is essential to understand the characteristics of the
team environment. The characteristics of the team leader are imperative in understanding the
type of leader he is, as discussed in the earlier parts of the project (Basten et al. 2018). The
two parameters will help us understand the role of the leader towards his team and how is the
team responding to the leadership of the concerned person.
A further distinction to the characteristics of the team environment has been made to
the characteristics of the team environment in the following points:
1. Interesting and stimulating work
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 When it comes to the authoritative leadership the work will entirely be dictated by
the leader, without any scope of changes and improvement. Thus making it rigid
and uninteresting and less stimulating.
 In the transactional leadership, the interest in work will be aroused by motivation
through punishment if the tasks are not accomplished properly and reward when
the tasks are achieved thus making its likability moderate.
 In a democratic leadership, the members will be given free rein to achieve their
tasks with the co-ordination leader thus making the work stimulating and
interesting.
 In transformational leadership, the work will be accomplished entirely based on
the members of the team. Allowing room for creativity and thereby has a very
high appeal.
 In coaching, the leaders will help the workers understand the task and then
monitor their performance accordingly. It has a high appeal.
2. Recognition and accomplishment
 The autocratic leadership fails to recognise the efforts of the workers, and
outstanding performances are not applauded.
 The transactional leader will provide rewards for an excellent performer and will
use the performance as a yardstick to punish the other underachievers. Most
probably take the credit of the accomplishment.
 The democratic leader will appreciate and motivate the team members to perform
better.
 The transformational leader will give all the due credit to the members and
motivate them to achieve more.
 The coach will appreciate the efforts and use the performance to teach the other
team members.
3. Conflict and problem resolution
 The autocratic leader will not take the initiative to resolve disputes and conflicts.
His sole aim is to get the work done.
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 The transactional leader will punish the members for non-adherence, under the
sake of betterment of the team.
 The democratic leader will act as a mediator to resolve the conflicts.
 The transformational leader will solve the crisis by means of effective
communication and will take measure not to allow such a situation in the future.
 The coach will warn the members and use team them a team effort.
4. A clear understanding of project objectives and plans
 In the autocratic leadership, the goals and objectives are not clearly stated only the
tasks are assigned by the leader.
 In the transactional leadership, the leader will put more efforts into his personal
goals than the goals of the organisation.
 The democratic leader will brief the members about the goals and discuss the
achievement of the goals with them.
 The Transformational leader will help the members understand the goals of the
organisation and also helps the team members to formulate personal goals and
align them with the goals of the organisation.
 The coach will help the team understand the goals by giving them proper training.
5. A clear understanding of organisational interfaces
 The authoritative leader will fail to make the group understand the interfaces of
the organisation, he has a classical approach towards the work.
 The transactional leader will manipulate the team in understanding the interfaces.
 The democratic leader will stick to the traditional approach of understanding the
interfaces.
 The transformational leader will incorporate modern techniques to help the team
members understand the interface.
 The coach will teach the members like a coaching teacher.
6. Direction and leadership
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 The authoritative leader will solely lead and direct the members.
 The transactional leader will lead and direct by informing the team members.
 The democratic leader by discussing with the members but having the last say in
the direction.
 The transformational leader will lead and direct by taking suggestions from the
members and giving them autonomy.
 The coach will lead and direct the team towards better learning.
7. Effective communication
 The authoritative leader does not believe in team communication.
 The transactional leader will manipulate the team communication as per his
agenda.
 The democratic leader will communicate appropriately with the team and
motivate the team for effective communication.
 The transformational leader will foster and enhance communication
 The coach will incorporate effective communication and train the team to
communicate effectively.
8. Job skills and expertise
 The authoritative leader thinks of himself as skilful and expert than the team
members.
 The transactional leader will declare himself as the expert by taking credit of the
work of team members and then advice the members on the job skills.
 The democratic leader will impart the skills and expertise without any bias.
 The transformational leader will help the members achieve the expertise by
formulating the training plans.
 The coach will impact the expertise and skills by himself by using a variety of
techniques.
9. Low interpersonal conflict
 The authoritative leader will have a high interpersonal conflict.
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 The transactional leader will have high interpersonal conflict because of the carrot
and stick approach used by them.
 The democratic leader will not have any conflict as they keep a close eye on the
members.
 The transformational leader will not have a conflict as there team co-ordination.
 The coach will resolve the conflicts by training the team with interpersonal skills.
10. Top management involvement and support
 The authoritative leader only considers themselves as the prime authority.
 The transactional leader will have the support of the top management.
 The democratic leader involves the top management in the activities.
 The transformational leader will take the support and keep the top management
updated.
 The coach will thoroughly report the progress to the top management.
11. Good team spirit and morale
 The authoritative leader does not believe in the team spirit.
 The transactional leader will often hamper the spirit of the team.
 The democratic leader will try its level best to build the morale of the group.
 The transformational leader will sincerely adhere to the building of good team
spirit and morale.
 The coach will impart the knowledge of team spirit and morale in the team
members.
The ranking of every leader will depend on the ranking they received on the
parameters stated and explained above. The overall effectiveness of the leader will depend on
the trust that the team members have on the leader, the level of respect commanded by the
leader amongst the team members, the credibility of the leaders in the eyes of the team
members and his ability to influence the decisions of the team members based on his
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directions (Shu, 2015). The most effective leader will definitely be able to achieve a
maximum ranking for his leadership qualities.
Team member ranking
Project 1
The new project launched by MAC cosmetics has an autocratic leadership style. The
team members associated with the project sponsor, project manager, boss, peers and resource
managers (Muller, 2018).
On the basis of the criteria developed they can be rank as follows:
Project sponsor: He is showing interest in work and stimulating the work. He has the
ability to resolve conflicts and problems. He has a clear understanding of project objectives
and plans. He has to the ability to directing and leadership qualities. He has good job skills
and expert in his area (Shenhar, 2015). Hence on the basis of this, he is able to show the
credibility of leaders and has to ability to influence decisions and also maintain the trust of
leaders and respect them. Hence he can be ranked as 4 points on the ranking scale.
Project manager: He has shown interest in work, got recognition, has a clear
understanding of the project and had low interpersonal conflicts with the employees. He also
completed the project on time. Hence on the basis of these determinants, he is able to achieve
the trust of the leaders and also respected his leaders. He has the ability to influence
decisions, and hence he got 5 points on the scale due to his overall leader effectiveness
(Milosevic & Martinelli, 2016).
Boss: he shows the direction to all employees and works with top management
involvement and support. He has good team spirit, and hence he is able to maintain trust
among leaders. However, he did not have a clear understanding of organisational interfaces
and hence got 3 points rank on the scale (Mencl et al. 2016).
Peers: they include all the team members who help the manager in completion of the
project. They have a clear understanding of the project and work with full interest. They
showed good team spirit and had very effective communication (Martinelli & Milosevic,
2016). However, they lack the trust of leaders due to some conflicts among them but got the
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respect of leaders very much. They proved to be credible to leaders and hence got 4 points
rank on scale.
Resource manager: He works according to the direction of the leader and shows good
leadership by showing stimulating work (Sessa & London, 2015). He completed his work
with full support and involvement of top leaders and hence got 5 points rating due to his trust
and respect for leaders. He also proved credible for his work and shows effectiveness.
Project 2
This project is related to a new beverage "Slurpy King" started by Burger King and
following transactional leadership. It includes project manager, business analyst, customer
and suppliers.
Project manager: He is responsible for everything related to the availability of
resources etcetera. He has a complete understanding of his task and objectives, good
leadership quality and low interpersonal conflicts and hence got 4 points ranking due to his
lack of ability of decision making.
Business analyst: he has excellent working skills and is expertise in his task. He
faced some conflicts with employees but had a clear understanding of organisational
interfaces. He shows interest in working and was overall effective in his work. He got 3 point
ranking on the scale due to less trust and respect of leaders.
Suppliers: Many times they delay the supply of raw material required and hence, lack
credibility, trust and respect of leaders. Hence they have ranked 2 points on the scale.
Customer:
Project 3
This project is started by Uber and is related to food delivery known as "Uber Eats”
and are following a democratic leadership style. It includes the project manager, project
team, logistics, vendors, customers and government.
Project manager: project manager got recognition for his work and was not involved
in any conflict. He has a clear understanding of foal, objectives and organisational interfaces.
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He shows direction and good leadership quality. He has all the qualities and was overall
effective in his work. Hence he got five ratings on the scale.
Project team: teamwork with full potential but due to some conflicts and some
interpersonal conflicts they were kept at 3 point rating.
Logistics: they were very less active in the supply of the food on time and also not
credible to leaders. Also, they were not able to gain their trust and respect and not overall
effective hence got only 1 point on the scale.
Vendors: they try to work with full potential and shows good job skills and team
spirit. They got 4 point rating on the scale.
Project 4
Marks and Spencer have started a new store and is favouring transformational
leadership. It includes project sponsor, project manager, the resource manager and external
customers.
Project sponsor: He only shows good skills and expertise in his task. He has good
effective communication but no top management involvement. Hence, he got only one point
rating on the scale. He has no effect on his leadership.
Project manager: he shows good interest in his work and got recognition. He has no
conflict with employees and has a clear understanding of the project objectives and plans. He
was overall effective in his leadership and got full points on the scale.
Resource manager: He was able to show good leadership quality and focus on the
objectives and plans of the project (Robertson, 2016). Due to some delay in providing
resources, he was not able to gain trust and credibility of the leaders; hence, got three points
on the ranking scale.
Project 5
IKEA has launched a new product of Murphy beds based on coaching leadership
style. It includes contractor, subcontractors, project sponsor and resource management.
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Contractor: He has effective communication with the employees and other team
members. He has no conflicts, but due to lack of leadership quality, he was given 4 points on
the rating scale based on the criteria.
Subcontractors: they were not expert in their skills and even did not work with the
involvement and support of the top management (Sadatrasool et al. 2016). They were not
even credible to leaders hence got only one point rating on the scale.
Project sponsor: He got three points on the scale due to non-credibility to leaders and
less effective communication skills. However, he was clear with the project's objectives and
plans.
Resource management: He shows full interest in his work and got recognition from
contractors. He has no conflict and problems and works with full support and involvement of
the top management (Nawaz & Khan, 2016). Hence he got 5 points on the basis of the
criteria involved.
Project team member and stakeholder
The first success states that all the customers, management and the project team must
work together to achieve the goals. Stakeholders play an important role in ensuring project
success. Identifying stakeholders is not an easy task. A stakeholder is an individual that gets
affected by the project. This includes both working members as well as stakeholders who are
informed or consulted. The project sponsor is generally an executive of the organisation who
is responsible and accountable for assigning resources and enforcing decisions related to the
project. He will recruit the required staff to carry out the project and will enhance the project
manager's professional understanding in the company.
Project manager: He has to deal with external people of the organisation as well as
internal environment. It is more complex work than that of a manager do in an internal
environment. However, to deal with the problems, the manager has little or no control over
the individuals.
Business analysts: He is responsible for delivering artefacts such as projects'
requirements or business case (Poirier & Boundrias, 2017). He analyses the need and
interests of the report and communicates it to the other team members.
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Boss: he is responsible for deciding the job or assignment of the employees that they
have to do and also decides the members of the team who will work on the particular project
(Preston et al. 2015). By keeping their boss informed about the job or project, they ensure the
availability of the required resources.
Team members: these are those people who work on the project and re responsible
for completion of the task (Pardey, 2016). They have full interest in their work, but they have
no leadership, no responsibilities or accountability for the success or failure of the project.
Resource manager: they provide required resources to the members working on the
project. They have full control over the resources (Noe et al. 2017). Their relationship with
the member matters a lot. Good relation will help them to get good staff and best resource for
their project but failing in doing so will result in a lack of good staff and human resource.
There are some other stakeholders also who have direct or indirect relation with the
projects (Newcomer et al. 2015). They also get affected by the success or failure of the
project. It involves contractors, subcontractors, suppliers, customers, clients, government,
etcetera.
Customers: These act as customers of the project within and outside the organisation.
They affect the project by accepting or rejecting the work. Their relationships with the
project manager must be clear, specific and desirable. After the beginning of the project, the
manager keeps within touch of customers (Tian & Collin, 2016).
Government: project managers have to work in a limited environment. These limits
are, especially for banking, pharmaceuticals and military industries. The project manager has
to deal with the government on the issues related to departments and environmental ethics
(Wood, 2016).
Contractors, subcontractors and suppliers: there exist many conditions when required
resources are not available with the team members, and work is framed out with the
contractors. These contractors are generally architects, managing contractors, suppliers
etcetera who provide required skills for the project.
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Conclusion and recommendation
Every project or task cannot be completed without the help of team members. It
requires great leadership skills in every team member that helps them to complete the project
effectively and efficiently. These skills are based on certain models known as leadership
models. These skills are related to the ability to delegate, ability to inspire, communication
skills, creativity, commitment, honesty, intuition and positive attitude. These skills are based
on certain styles of leadership such as autocratic, democratic, transactional, transformational
and coaching leadership style. Every model has its own characteristics that can be used
during a particular situation or circumstance only. In this assignment, every member has its
own specific role linked with leadership models. This assignment has ensured the roles
played by team members in an effective way. They are provided or assigned with a particular
role due to many ways. These were based on their ability and capabilities to perform the task.
For a better understanding of the tasks and activities, a minimum of five projects was
taken as examples where leadership styles and team members were known. An appropriate
project leadership ranking criterion were then developed based on the leadership models. On
the basis of the criteria developed, it was recorded in detail, and their relevancy for
leadership theory and practical project management was then analysed and explained. Those
team members and stakeholders that were involved with every project were ranked on the
basis of the criteria. They were ranked on certain determinants and factors that include their
communication skills, leadership quality, knowledge of organisational goals and objectives,
their interest conflicts if any. The ranking was done from point one to point 5 and the criteria
involved trust to leaders, respect of leaders, credibility of the leaders, decision-making ability
and overall effectiveness. All these things helped in raking them from highest to lowest, and
after that, every team amber or stakeholder was described in detail.
In short, it was concluded that stakeholders analysis and leadership management
plays a very crucial role in organisations' growth and success.
Some recommendations are:
 Tasks must be broken down according to the skills of the team member
 The project sponsor should recruit the staff according to the project needs
 The criteria decided for the ranking purpose must be accurate and justified
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 Every stakeholder must be kept informed of their roles
 Everyone is related to the project must now about his/her responsibility and authority.
 A proper hierarchy must be maintained
 Different leadership styles must be followed according to the project and situation
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