Case Study: Leadership, Project Management, and EWS Ltd.'s Expansion

This case study delves into the leadership styles employed within EWS Ltd., focusing on transformational, democratic, dictatorial, and situational leadership approaches to support project success. It examines the application of these styles within the context of EWS Ltd.'s expansion plans, exploring tools and techniques for influencing teams and fostering development. The study analyzes the types of power, including legitimate, reward, expert, referent, and punishment power, and their impact on team dynamics. It also addresses strategies for developing and managing self-managed teams in agile projects, emphasizing interpersonal effectiveness, self-awareness, and holistic communication. Finally, the case study outlines steps to alleviate EWS Ltd.'s project challenges, such as clarifying roles, maintaining key personnel, ensuring timeliness, and performing risk analysis, offering a practical framework for effective project management and leadership within the organization. The analysis incorporates various project management techniques and emphasizes the importance of addressing challenges for successful project outcomes.

Case Study
 Proj6006_M#4_Mustafa_Hassan_assessment 2

2
Table of Contents
1. Introduction..................................................................................................................................3
2. Leadership Styles.........................................................................................................................4
3. Tools and Techniques for Influencing Teams and Development................................................5
4. Are Power Types Actually Leadership Styles?...........................................................................6
5. Application Theory to Case Study...............................................................................................7
References......................................................................................................................................10

3
1. Introduction
a) Lead Sentence
In relation to EWS Ltd., it is evident that there are particular operations that cannot be
executed singly. Workers and other stakeholders are supposed to cooperate, have issues
discussed in groups, then work with one another to realize a common outcome or goal. Those
that form a team are required to think alike with objectives that are more similar. EWS Limited
will therefore, require skilled personnel in various project sections (D’auteur, 2012).
b) Purpose
In this paper, therefore, the plan will entail developed, management, staffing, and
assessment teams to manage the project and address the goals and aims of every team within the
project (Bruce, 2016).
c) Road map
One, since EWS requires to expand into new markets, its restructuring process will
require a new technological and ERP (Enterprise Resource Planning) systems to help in such
mega expansions. Second, EWS is in need of investigating new supply chains systems alongside
procedures in the form of negotiating, tendering, and implementing contracts (Hager, 2014).
Finally, yet importantly, EWS requires determining the legal perspectives of expanding to new
geographical locations. The organization, therefore, needs a legal team that would research on
local, legal laws and ensures that the organization complies with them.

4
2. Leadership Styles
The outlined project by EWS will adopt the following leadership styles:
a) Project Manager: The overall project manager will be in charge of the entire project
as stipulated in EWS’s plan. As identified, the best style that such a leader ought to
possess is “Transformational Leadership”. As mentioned by Cox , Daoud and Rudd,∗
(2013), transformational leadership is defined as a leadership approach that causes
change in individuals and social systems. In its ideal form, it creates valuable and
positive change in the followers with the end goal of developing followers into
leaders. Such leaders are visionary, passionate, and charismatic (pg. 44).
b) Structural Organization Manager: This leader is required to be democratic. A
manager with democratic skills of leadership needs to ensure that team members have
whatever they need or require ensuring project success. Otherwise, these kinds of
leaders make decisions through consensus. Since the structural organization is
important in defining the role of different departments in an organization, every
member of the team is required to contribute towards the process by upholding their
opinions. Apart from that, democratic leaders also highly motivate team members and
support their decisions whenever they make good contributions (Aguirre & Rugter,
2013).
c) Supply Chain Manager: Supply chain management department is critical in every
organization. The segment determines sales and purchases and thus, requires an
authoritative leader. The most appropriate style of leadership herein is “dictatorial”.
These leaders make decisions by themselves and impose the same on their subjects.

5
Herein, results get achieved within a short timeframe while team members have a
clear, concise direction.
d) Legalities Compliance Manager: This leader is required to have both authoritative
and situational leadership qualities. Since legal situations differ, such leaders are
required to be flexible in their leadership processes. Situational leadership encourages
the employment of almost every leadership style. Otherwise, this leadership combines
flexibility to motivational attributes in all the endeavors of the group.
3. Tools and Techniques for Influencing Teams and Development
Ideas of team building get recommended for bonding workers as well as motivate them.
By doing so, a positive-vibe workplace environment is created. Team building ideas are also
supposed to improve the level of internal productivity and communication, help workers
understand themselves and boost workplace morale.
a) Project Management Tools and Techniques
This activity advocates for the use of a traditional project management technique. This
management technique is also dubbed as “classical” because of its simplicity in methods of
project assessment when it comes to project monitoring and completion. While the project is
still, of course, this “classical” technique helps managers to coach teams and members, receive
feedbacks, as well as assess the entire project with ease. Since this strategy for project
management is simple, members do not need to wait for other groups to clear their assignments
to move forward (Aguirre & Rugter, 2013). However, for proper external communication,
“extreme project management” technique is most efficient. This method is good because it
speeds iterative project cycles into daily and weekly processes. Herein, managers may assign

6
numbers or names to teams at the end of each cycle regardless of functionality or completeness
(Chatman & Eunyoung, 2013, pg. 22).
4. Are Power Types Actually Leadership Styles?
There are several styles of leadership. As a result, theorists have come with lots of
definition on the same. Conventionally, leadership is recognized as an approach towards or the
manner in which chosen individuals provide direction, motivate stakeholders, and implement
plans. Therefore, having determined the requirements of EWS project and the job allocation
framework of its project manager, it is important to note that the project leader must exercise
three main types of power in the names of rewarding power, expert power, and punishment
powers. With rewarding power, the project manager will be capable of creating a friendly
working environment in which they would work cohesively under the created conditions.
Overall, created project teams will not be out-rightly efficient if they are not punished, thus there
is need of punishment power (Alvesson, 2012).
i) Types of Power
According to research by J. French and B. Raven, several power types exist. Managers
can employ these power types creating different impacts on the teams (SHENOY, 2016).
However, the five most common types are:
a) Legitimate Power: - Managers employ this type to instructing team members on things
they ought to perform thereby making managers completely in charge of the teams.
b) Reward Power: - By employing this type of power, project managers ensure that team
members are given rewards for extra-ordinary contributions. Team are also given
whatever they need to ensure that they produce positive results. Manager also potentially

7
control the project's budget and decide on the kind of rewards to be given (Aguirre &
Rugter, 2013).
c) Expert Power: - Herein, project managers are supposed to lead by example. This power is
therefore, characterized by providing expertise, information, and knowledge to
employees.
d) Referent Power: - This kind of power is derived from employees' respect for a manager
and their desire to identify with or emulate him or her. In this case, managers are required
to lead by setting good examples. This is also one way of increasing trust in the manager
and influence or affluence.
e) Punishment Power: - The other name for this power type is “Coercive”. Although there
are negative impacts associated with exercising punishment power e.g. deterioration of
worker’s self-esteem, it encourages employees to conform to company policies and rules.
Therefore, managers of projects are required to exercise this power if a team member is
not performing and needs to get threatened of reminded of bad consequences if he or she
does not improve (Estone, 2015).
5. Application Theory to Case Study
a) Developing and Managing Self –Managed Teams for EWS’s Agile Projects
Agile project to develop and manage self-managed teams by taking responsibility
themselves. Project managers, in this case, must manage costs, project scope, personnel, quality,
risks, communication, and procurement among other functions. Therefore, some of the strategies
of development and management of self-managed teams in agile projects include:

8
- Developing interpersonal effectiveness: The project manager should be able to
influence workers to be in a position of competently influencing other workers to
boost productivity (Aguirre & Rugter, 2013).
- Creating self-awareness for the employees: Project managers should also be
capable of helping workers to assess the impacts of their situations to themselves and
other workers through critical self-reflection.
- Assessing personal capability and commitment: Project managers are required to
assess the capabilities of candidates and workers to contribute to teams, meet
deadlines, resolve conflicts, and make appropriate decisions. Managers should also be
capable of assessing commitment levels of workers in terms of putting effort, creating
momentum, and ensuring project success among others (Calasanti & Slevin, 2017).
- Ensuring holistic communication: Holistic communication is communication with a
particular purpose. Such kind of communication should convey project objectives and
goals, management concepts, as well as ideas.
- Distributing administrative burden: In this case, project managers go for temporary
staff and not permanent, direct hires to reduce costs of administering payrolls and
processes (Aguirre & Rugter, 2013).
b) Steps towards Alleviating EWS’s Project Challenges
The efficiency and effectiveness of a project manager depend on how good they handle project
challenges and alleviate them. Therefore, some of the steps that the project manager for EWS
needs to take include:
i) Ensuring that every team member knows his or her part in the system: - When
members of any particular team misunderstand his or her responsibilities in the team, the

9
system is likely to fail. Therefore, a good project manager should handle accountability
issues by clearly laying out everyone’s responsible, goals, and expectations. This can be
done using the RACI chart (where R = Responsible for work performance; A =
Accountability for project results; C = Consulting on aspects of the project; and I =
Informed about the project) (Businesstopia, 2017).
ii) Maintaining Key Personnel in Teams: Resource related issues need proper handling to
maintain project system balance. Other workers look up to resourceful individuals in their
groups for support and help in different areas. If such individuals get sucked from groups,
such teams are likely to crumble (GWA, 2017).
iii) Ensuring Timeliness: - Issues of missing deadlines are very serious and dealing with
them is important. Therefore, project managers could handle them by giving team
members specific deadlines to avoid procrastination.
iv) Performing risk analysis: - In projects, there are several instances where the manager is
not aware of risks. A good project manager could avoid such problems by carrying out
status meetings with workers. Otherwise, failure could be avoided if all operational
processes are timely and achieved (Alder, 2016).

10
References
Aguirre, A. & Rugter, P., V. (2013). Culture’s Critical Role in Change Management. [Online].
Strategy + Business. Retrieved on 25 September 2018, from https://www.strategy-
business.com/blog/Cultures-Critical-Role-in-Change-Management?gko=a3f98
Alder, N. (2016). International Dimensions of Organizational Behavior. (3rd ed.). [Online]
Cincinnai, OH: South-Western College Publishing. Retrieved on 25 September 2018,
from
https://www.researchgate.net/publication/202186992_International_Dimensions_of_Orga
nizational_Behavior
Alvesson M., (2012). Understanding Organizational Culture. [Online] London: Sage
Publications Ltd. Retrieved on 25 September 2018, from
https://www.researchgate.net/publication/284540074_Understanding_Organizational_Cul
ture
Bruce, M. (2016). Defining “Culture” and “Organizational Culture”: [Online] From
Anthropology to the Office. Retrieved on 25 September 2018, from
http://www.thercfgroup.com/files/resources/defining-culture-and-organizationa-
culture_5.pdf
Businesstopia (2017). “Why is Non-verbal Communication Important?” [Online]
Communication. Retrieved on 25 September 2018, from
https://www.businesstopia.net/communication/why-non-verbal-communication-important
Calasanti, T., M. and Slevin, K., F. (2017). Gender, Social Inequalities, and Aging. [Online]
Oxford: Altamira Press. Retrieved on 25 September 2018, from
https://trove.nla.gov.au/work/34719898?q&versionId=43007791
Chatman, J, A. and Eunyoung, S. (2013). “Leading by leveraging culture.” California
Management Review, 4(45) 9–34
Cox , A., M., Daoud, M., & Rudd, S. (2013). “Information Management graduates’ accounts of∗
their employability: A case study from the University of Sheffield.” Education for
Information, (30) 41–61
D’auteur, D. (2012). Engaging anthropology for development and social change. Engager
l’anthropologie pour le développement et le changement social. Retrieved on 25
September 2018, from https://journals.openedition.org/apad/4105
Dawson, C., S. (2017). Leading Culture Change: What Every CEO Needs to Know. [Online]
Stanford University Press, Palo Alto, CA, USA. Retrieved on 25 September 2018, from

11
https://www.researchgate.net/publication/43166366_Leading_Culture_Change_What_Ev
ery_CEO_Needs_to_Know
Estone, A. (2015, March 23). “Applying leadership theories to federal emergency.” Journal of
applied leadership, 2(33), p. 57
GWA. (2017). Importance of emergency response training. Retrieved on 25 September 2018,
from http://www.dmp.wa.gov.au/Safety/Importance-of-emergency-response-7935.aspx
Hager, M. (2014). Intercultural Studies and Foreign Language Learning: Culture, Psychology,
and Language Learning. Peter Lang AG, Bruxelles.
Shenoy, S. (2016). 5 Types of Power You Can Use As a Project Manager. Retrieved on 25
September 2018, from http://www.pmexamsmartnotes.com/5-types-of-power-to-a-
project-manager/