This article discusses the importance of situational leadership for project managers in various stages of project life cycle. It also emphasizes the ethical act of treating every team member equally without any discrimination or favouritism. The article cites various references to support the arguments.
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Running head: PROJECT LEADERSHIP Project leadership Name of the student: Name of the University: Author note:
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1PROJECT LEADERSHIP Project manager can employ a specific leadership style for a given project life cycle stage. In my opinion, a project manager is accustomed to handle various circumstances. The ability to adapt with the changing environment is one of the key characteristics of situational leadership (McCleskey, 2014). Therefore, the style of leadership that could be employed by a project manager is situational leadership. The situational leadership is the best-suited style for project managers to employ in various stages of project life cycle. Since from the initial stage of the project life cycle, the project manager have to deal with situations that might not go according to the plan that they made for a specific project in the second phase of project life cycle that is Project planning. The consecutive phase of Project Execution is where the maximum amount of changes occur since in this stage the team members are supposed to deliver the customer satisfactory deliverables (Buyle, Braet & Audenaert, 2013). This is where the project manager could employ the situational leadership style. There might be a circumstance where the team members might not be able to focus on their allocated job and the project manager have to be efficient enough to employ the style of situational leadership and motivate the team members for their assigned tasks. It is in this phase only there might be some changing circumstances and that could slow down the productivity if the team members. However, with the application of situational leadership the project manager could do the dual task of motivating the team members and even adapt with the changes in the project that has arisen. Now, it is evident that the project manager is the pivotal member of the project management (Too & Weaver, 2014). Thus, he or she holds responsibility for the delivery of theproject. This feature or nature coincides with the leadership skills and thus, a project manager is bounded with the responsibility of the entire project and thus, ultimately have to lead the way for the team members of the project. One of the key leadership skill of leaders is to treat each member of the team equally without any unethical act of favouritism or discrimination (Yang, Huang, & Hsu, 2014).
2PROJECT LEADERSHIP Thus, it is essential that a project leader as well practice the ethical act of treating every team member the same. However, there might be a possibility that a particular member of the team require special attention or motivation as he or she might suffer from a difficulty. This does not mean that the project leader provide the member with the privilege of special treatment. This act by a project leader could generate a conflict among the other team members and thus, ultimately result in unsuccessful project closure. Therefore, the project leader must always keep in mind that while helping a certain team member overcome his or her difficulty does not implement any special treatment and thus generate conflict among other team members. The intention of the project leader should not have a negative impact on others by treating everyone differently. In my opinion it is fine to treat everyone within the team similarly as it will give a good impression on the team members and avoid the chances of conflict.
3PROJECT LEADERSHIP References Buyle, M., Braet, J., & Audenaert, A. (2013). Life cycle assessment in the construction sector: A review.Renewable and Sustainable Energy Reviews,26, 379-388. McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), 117. Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual frameworkforprojectgovernance.InternationalJournalofProject Management,32(8), 1382-1394. Yang, L. R., Huang, C. F., & Hsu, T. J. (2014). Knowledge leadership to improve project and organizational performance.International Journal of Project Management,32(1), 40- 53.