Strategic Leadership: Project Management Report and Analysis

This report delves into the realm of strategic leadership, examining the leadership style of Ron Morrison in the context of project management. It highlights his supportive and helpful nature, emphasizing his commitment to providing resources and encouraging team members. The report further analyzes the differences between cross-functional and self-managed teams, contrasting their leadership requirements. It explains that cross-functional teams require hands-on management and guidance from a leader who sets clear goals, while self-managed teams operate with minimal external direction. The report also references relevant literature to support its analysis of leadership behaviors and team dynamics, making it a comprehensive resource for understanding effective leadership strategies in project management and team environments.

Running head: STRATEGIC LEADERSHIP
STRATEGIC LEADERSHIP
Name of the Student
Name of the University
Author Note

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Question 1:
Leadership Behavior of Ron:
Being the project manager of the Southwest Engineering Service, Ron Morrison, had
shown his leadership skills in leading the project on the decision making system. Ron reflected
his supportive helping nature while guiding the team members in the project. However, despite
being positive minded, supportive and helpful, Ron did not tolerate less than maximum effort
while supporting on some issues in the assignment. He also made sure that the team members are
sufficiently provided with the required resources and support of the key people from the various
companies to implement the new system. Ron also encouraged other people to carry out his
internal leadership responsibilities while he was out for the business trip.
Question 2:
Comparison of the Operation Team:
The cross functional team refers to the team having expertise on different functions,
whereas the self managed team are the group of expertise accountable and responsible for most
of the aspects for the production. The differences of the leadership behaviors are that the cross
functional team needs hands-on management procedures whereas the self management team
requires little to no management. In short the self management team does not really require any
leader and capable of doing work without any guidance (Markova and Perry 2014). However, the
leader of the cross functional team works as the coach and source of encouragement and guide
(Piercy, Phillips and Lewis 2013). The self managed team is enriched with individual efficient
employees who are accountable for determining and organizing the assignments, while the cross

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functional team requires external guidance from the leader who provides clear goals to the
employees and boosts up the team’s efforts.

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Reference:
Markova, G. and T. Perry, J., 2014. Cohesion and individual well-being of members in self-
managed teams. Leadership & Organization Development Journal, 35(5), pp.429-441.
Piercy, N., Phillips, W. and Lewis, M., 2013. Change management in the public sector: the use
of cross-functional teams. Production Planning & Control, 24(10-11), pp.976-987.