Transforming Leadership Styles for Project Success

The case study highlights the challenges faced in a project managed under an autocratic leadership style, which led to delays and inefficiencies. It emphasizes the need for a shift towards democratic leadership to enhance team collaboration, motivation, and ethical decision-making. The analysis suggests that by involving employees in decision-making processes and recognizing their contributions, projects can be completed more effectively within scheduled baselines. Implementing ethical guidelines and consulting with team members are recommended strategies for resolving issues and improving project outcomes. Ultimately, adopting a democratic leadership style is proposed as a key factor in achieving organizational targets and ensuring project success.

Principle of project management
2017

Executive summary
In this paper, we are going to propose the effective project planning methodology for
analysing the variance of cost and schedule associated with the project completion, and what
leadership style should be adopted to motivate the employees to achieve the target of the
enterprise. From the analysis of the case study, we concluded that the Tony Faultier who
worked for the company as project manager had adopter the autocratic style of leadership in
which he looks upon all the activities and takes decision accordingly which is the major cause
of project failure. The changes in the working platform of the operation can be effectively
managed with the involvement of high skilled employees in the organization. The decision
making capabilities of the employees can be enhanced by creating the blanket of ideas and
relevant information required for taking effective decision. The leadership style of the Tony
Faultier has to be changed with the democratic leadership style which involves the
coordination of the team member for presenting a decision for the effective completion of the
project within time and budget.

Contents
Executive summary...............................................................................................................................1
Case study overview:.............................................................................................................................3
Summary:..............................................................................................................................................3
Time Variance Table:............................................................................................................................3
Cost Variance table:..............................................................................................................................4
Additional Information:.........................................................................................................................6
Leadership style:....................................................................................................................................6
Recommendation:..................................................................................................................................8
Conclusion:............................................................................................................................................8
References:............................................................................................................................................9

Case study overview:
The Procon services ltd. is a consultancy organization. The project has been undertaken for
managing the fit outs of the medium sized organization named as Vella IT office. The budget
of completing the fit outs for the organization is about to be $ 1.2 M. From which $ 675 K
has already been spent by the previous project manager. It has been estimated that from
March to June project will be completed but because of the efficiency of the previous project
manager the amount of work done till 1st may is ground floor is completed only 75%, Ist floor
is near about 25% and same as with the 2nd floor, and the top floor is completed only 50%. In
this paper, we are going to propose the effective project planning methodology for analysing
the variance of cost and schedule associated with the project completion, and what leadership
style should be adopted to motivate the employees to achieve the target of the enterprise. The
focus should also be given on managing coordination and cooperation among the team
members of the organization.
Summary:
By analysing the time variance and cost variance, we find that the delay in project completion
occurs with the payment of higher cost. By focusing on the previous scheduled time and
actual completion of data we find that the project is delayed up to 32 day for completing all
the activities of the project and deliver it to the stakeholder for use. It has been found that the
rise in cost occur due to the delay of the project completion. It is near about 8000 Rupees.
Time Variance Table:
Activities Previous
scheduled time
(days)
Actual completion
time (Days)
Variance (Days)
Review of the Vella IT
office
5 8 -3
Site work 15 14 1
Foundation activities 18 20 -2
Renovation of the
ground floor
17 22 -5
Renovation of the first 20 30 -5

floor
Renovation of the
second floor
12 18 -5
Renovation of the top
floor
5 10 -5
Furnishing 5 4 1
Plumbing 5 3 2
Electrical supply 5 3 2
Development of the
telecom infrastructure
3 3 0
Exterior furnishing 2 2 0
Interior furnishing 4 3 1
Final acceptance 4 2 2
Total duration 120 days 152 days 32 days
Cost Variance table:
The following table shows the factors responsible for the occurrence of variance as expected
cost schedule:
Cost
elements
associated
with the
project
completion
Changes
in the
design
Problems
associated
with the
building
structure
Management
of the
activities is
not proper
Uncertain
conditions
Inflation
in the rise
and fall of
the
material
cost
Difficulties
in
relationship
with
supplier
Planning
and
designing
phase
Major - Major - Minor -
Problems
associated
with the
building
Minor Major Minor - Minor -

structure
Preparation
of the site
plan
Minor - Minor Major Minor Minor
Building and
construction
phase
Major - Major Minor Major Major
Use of
equipment
Major - Minor - Major Minor
Managemen
t of team
coordination
Major Minor Major Major Major Minor
Cost Variance table:
Activities Previous
scheduled Cost
(Lakhs)
Actual completion
Cost (Lakhs)
Variance (Lakhs)
Review of the Vella IT
office
80000 95000 -15000
Site work 10000 8000 2000
Foundation activities 20000 22000 -2000
Renovation of the
ground floor
40000 48000 -8000
Renovation of the first
floor
100000 123000 -23000
Renovation of the
second floor
150000 144000 6000
Renovation of the third
floor
120000 134000 -14000
Furnishing 200000 234000 -34000
Plumbing 20000 14000 6000
Electrical supply 50000 48000 2000
Development of the 50000 66000 -16000

telecom infrastructure
Exterior furnishing 150000 123000 27000
Interior furnishing 200000 212000 -12000
Final acceptance 10000 9000 1000
Total Cost 1200000 1280000 -8000
Additional Information:
The new project manager is looking forward for analysing the leadership style adopted by the
previous manager and the inefficiency associated with it which results into failure of the
project completion on time. He is seeking for the information which helps in motivating the
employees to carry over the required work within the allocated time so that the project can be
delivered to the stakeholder within the baseline.
Leadership style:
From the analysis of the case study, we concluded that the Tony Faultier who worked for the
company as project manager had adopter the autocratic style of leadership in which he looks
upon all the activities and takes decision accordingly (Luca, 2014). The incompleteness of the
project helps in determining the inefficiency of the project manager in taking relevant
decision. The autocratic behaviour of the project manager creates the problematic scenario
for the working employees. The dictatorial representation of the leader creates a feeling of
frustration in the working employees. The group members cannot present their ideas, likes,
and dislikes associated with the decision (Xiong, 2012). They have to carry out the activities
if the decision is given by the manager. The employees have to wait for green signal to carry
out the activities and completed it with in time. This was the major cause for the project
failure or incompleteness. The knowledge and experience of the group members is
completely wasted.
The leadership style of the Tony Faultier has to be changed with the democratic leadership
style which involves the coordination of the team member for presenting a decision. The
involvement of group discussion and suggestion forum brings the feeling of ownership in the
participating employees. The decision comes into existence with the active participation of
the employees and making majority for taking decision (Anantatmula, 2013). This leadership
style helps in presenting new ideas, opinions, thoughts, and ideas for handling complex
situation (Turner, 2014). The employees feel happy to remain attached with the decision

making platform. The complex problem can be effectively solved with the help of providing
quality suggestions and ideas. The team spirit and the feeling of cooperation can be
effectively maintained in the working employees. The goals are created for the active
participating units. The roles and responsibilities are provided with the acknowledgement of
skills and talent in the working employees. The achievement of the team members should be
motivated and appreciated (Muszynska, 2015). The changes in the working platform of the
operation can be effectively managed with the involvement of high skilled employees in the
organization. The decision making capabilities of the employees can be enhanced by creating
the blanket of ideas and relevant information required for taking effective decision. The new
opportunities should be provided to the working employees for increasing the satisfaction of
the employee with their job. The team building and their coordination and cooperation helps
in solving the issues which are responsible for the delay of the project. No extra cost is
incurred on the consultancy hired for providing new ideas to complete the project on time.
From the current scenario, we have analysed that the autocratic leadership style affects the
moral values of the employees which results into the pitfall in the activities completion. It is
recommended to use democratic style of leadership because it helps in providing the
organization culture which depends on the pillars of honesty, coordination, trust, ethical
behaviour, and loyalty. The active participation of the employees in the decision making
scenario provides satisfaction to the decision for completing the work on time. The duties,
roles, and responsibilities should be clearly defined to the employees according to their skills
and talents.
The value and consideration should be given on the views and thoughts of the subordinates.
The strategies should be developed for the open communication in the working curriculum of
the enterprise. It helps in generating new ideas which are valuable for solving the complex
situation of completing the project on time (Rao, 2013). The mutual trust should be created
between the employees and the project manager for encouraging cooperation in the process
undertaken to innovate the fit out of the enterprise within the baseline. The flaws of the
previous project manager can be resolved which helps in managing good communication
between the employees. The ethical policies should be undertaken to take ethical decision for
enhancing the working style of the enterprise. The cultural values of the working members
should not be hurt which exist due to the diversification at work place (Slevin, 2007). The
preference should be given on handling the chaos and conflict of the working employees. The

proactive action should be taken to manage the risks associated with the development plan of
fit outs for Vella IT office.
Recommendation:
The active participation of the employees helps in managing the blanket of new ideas which
provides several alternatives for the completion of the project on time. The employees feel
happy to remain attached with the decision making platform. The complex problem can be
effectively solved with the help of providing quality suggestions and ideas. The expertise of
the employees takes the project on track again for completing the project activities within the
scheduled baseline.
The fit outs of the Vella office can be completed within the new baseline created for the
completion of the project with the deployment of following activities:
 Identifying the cause of delay in completing the project activities within the time
limit.
 The autocratic leadership style of the manager has to be transformed with the
democratic leadership style (Gillard, 2009).
 Evaluation of the potential issues associated with the completion of the project
activities.
 The ethical guidelines and procedures should be followed to take an ethical decision
for the betterment of the working employees.
 The good work of the employees should be rewarded and appreciated
 The follow up of rules and regulation
 Consultation should be taken from the working employees
 The possible action should be taken for resolving the potential issues of the enterprise
 The consequences should be measured in terms of probable action taken in
completing the project
 The best alternative should be chosen for completing the project activities on time.
Conclusion:
From the analysis of the case study, we are able to propose the effective project planning
methodology for analysing the variance of cost and schedule associated with the project

completion, and what leadership style should be adopted to motivate the employees to
achieve the target of the enterprise.
References:
Anantatmula, V. (2013). Project manager leadership role in improving project performance.
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Sep. 2017]
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[ebook] [Accessed 25 Sep. 2017]
Gillard, S. (2009). Soft skills and technical expertise of effective project manager. 1st. ed.
[ebook] http://iisit.org/Vol6/IISITv6p723-729Gillard599.pdf [Accessed 25 Sep. 2017]
Luca, J. (2014). Successful team work: A case study. 1st. ed. [ebook]
http://www.unice.fr/crookall-cours/teams/docs/team%20Successful%20teamwork.pdf
[Accessed 25 Sep. 2017]
Muszynska, K. (2015). Communication management in project team-practice and pattern.
1st. ed. [ebook] http://www.toknowpress.net/ISBN/978-961-6914-13-0/papers/ML15-266.pdf
[Accessed 25 Sep. 2017]
Rao, S. (2013). Organizational behaviour and effective management. 1st. ed. [ebook]
[Accessed 25 Sep. 2017]
Slevin, D. (2007). An overview of behavioural issues in project management. 1st. ed. [ebook]
https://www.researchgate.net/publication/228050474_An_Overview_of_Behavioral_Issues_i
n_Project_Management[Accessed 25 Sep. 2017]
Turner, R. (2014). The project manager leadership style as a success factor on project. 1st
ed. [ebook]
http://projekter.aau.dk/projekter/files/225265908/06._The_Project_Manager_s_Leadership_S
tyle_as_a_Success_Factor_on_projects.pdf [Accessed 25 Sep. 2017]
Xiong, R. (2012). Leadership in project management. 1st. ed. [ebook]
https://smartech.gatech.edu/bitstream/handle/1853/26596/xiong_riyue_200812_mast.pdf
[Accessed 25 Sep. 2017]