Leadership Report: Leadership for Program Management - University

This report provides a comprehensive overview of leadership principles and their application in program management. It begins by comparing behavioral models such as Maslow’s Hierarchy of Needs, Herzberg’s Hygiene Theory, and McGregor’s Theory X and Y, highlighting the benefits of each for program managers. The report then explores four major negotiation styles – competitive, collaborative, compromising, and avoiding – and recommends a compromising style for program budget negotiations, along with influential tactics and communication strategies. It identifies four current ethical, equity, and regulatory aspects relevant to program execution and outlines five learning and development methods. The report also compares different program vision formats, including examples like Habitat for Humanity and Make-A-Wish. Furthermore, the report delves into creating a program vision, socially responsible practices with a safety report policy, and behavioral expectations, including respect, clear communication, and consistent responses. This report is a valuable resource for understanding and implementing effective leadership strategies in program management.

Running head: LEADERSHIP
Leadership for the Program
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Task 1.........................................................................................................................................2
Task 2.........................................................................................................................................7
Task 3.......................................................................................................................................15
Task 4.......................................................................................................................................19
Task 5.......................................................................................................................................20
Task 6.......................................................................................................................................22
References................................................................................................................................24

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Task 1
1. Research and Compare 3 Behavioural Models beneficial for Program Manager
There are few behavioural models, which could be extremely beneficial for a program
manager to enhance his or her working behaviour or style. A comparison of three behavioural
models is provided below:
i) Maslow’s Hierarchy Theory: This particular theory states that different individuals
do not work for security or money only (Conger 2015). As per Maslow, as soon as an
individual fulfils the basic requirements of security and money, that particular person tends in
seeking actualization of their potential and then get engaged in self-actualization. A program
manager would be able to identify the different stages of his needs and hence provide better
results to the assigned works.
ii) Herzberg’s Hygiene Theory: According to this theory, different factors, which
contribute to the overall success factor of an individual could be sub divided into the absence
or presence of different hygiene factors. As a result, the program manager gets an opportunity
to differentiate between motivating factors and demotivating factors. The manager even
requires to understand that it is his or her responsibility for taking the lead to motivate the
team members.
iii) McGregor’s Theory X and Theory Y: These two theories state that the individuals
require to be supervised and then told what should be done for their work (Antonakis and
Day 2017). Theory X refers to those people, who dislike work, comprise of little ambition
and does not take up responsibilities. However, theory Y refers to those program managers,
who like their work and is highly ambitious.
1.1 Selection of a Model that is beneficial for the Role of Program Manager

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A suitable behavioural model that would be beneficial for the role of program
manager is Maslow’s Hierarchy of Needs Theory. It is beneficial, since it depicts five tiers of
human needs and these needs are physiological, safety, love and belonging, esteem and
finally self-actualization. As a result, it becomes easier for the program manager to ensure
that he or she would be achieving success for the needs and would be motivated towards his
or her work.
2. Brief Description of 4 Major Negotiating Styles
4 vital and significant negotiating styles are provided in the following paragraphs:
i) Competitive: The first and the foremost negotiating style is competitive style
(Bolman and Deal 2017). Such personalities are highly result driven and they are focused and
assertive in their respective communication. Moreover, they are strategic thinkers for their
works.
ii) Collaborative: This particular negotiating style ensures honest and open
negotiation and the negotiator can understand the major concerns as well as interests of the
other party. Hence, creative solutions are being implemented for satisfying both the parties.
iii) Compromising: The third style is compromising style and this particular
negotiator’s major concern is conducting what is fair for both the parties and also finding out
a middle decision (Robertson 2016). As a result, both the parties are satisfied on a common
decision.
iv) Avoiding: The avoiding negotiation style does not approve negotiation and hence
they try to avoid various situations, which might result in conflict as they find them
intimidating as well as stressful by staying behind negotiation.
2.1 Selection of a Negotiation Style for negotiating an increase in the Program Budget

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The most suitable and appropriate negotiation style for negotiating an increase in the
program budget would be compromising style. It is extremely important for the program
manager to ensure that the budget is being approved by the client and hence there should a
mutual compromise for the program budget.
2.2 Influential Tactics to be used in Negotiation
The most effective and influential tactics that are to be used in negotiation of the
program are as follows:
i) The program manager should listen to the other team members and client for
ensuring that every detail is being covered in the program and innovative ideas are included.
ii) Timing should be used as an advantage to the program and every step should be
executed according to its timing (Rosenbach 2018).
iii) It is needed to find out the correct way for framing the negotiation and hence the
best perspective is to be searched, in respect to money, delivery schedule, quality and time.
2.3 Effective Communication with the Stakeholders during Negotiation
It is needed to communicate with the stakeholders during negotiation, so that they
support the overall budget of the program. It can be done after identifying the needs of
stakeholder communication. This type of communication can be ensured by scheduling a
meeting or conference call. Moreover, the project summary report can also be used for
undertaking the ideas of the stakeholders.
3. Identification and Description of 4 Current Ethics, Equity and Norms, Regulations
and Legislations relevant to the Program
4 current ethics, equity and norms, regulations and legislations that are relevant to the
program are as follows:

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i) The first aspect is to support and respect every team member, so that every
individual is able to share his or her views regarding the project work.
ii) Following ethical approach is the second aspect to be included in the program, for
proper execution of the program in the most effective manner (Grint et al. 2016).
iii) Ensuring equality and equity is being followed under every circumstance for the
program to be executed.
iv) Involvement of rules and legislations related to negotiation is the next distinct
aspect.
4. Five Learning and Development Methods and Strategies to be used in the Program
Five learning and development methods and strategies to be used within the program
are as follows:
i) Group Discussion Method: It is a basic method or strategy, utilized for knowledge
and development of the trainees. Different individuals can examine the commonalities for
deriving the underlying generalized principle.
ii) Role Playing Method: It involves a set of expectations within a specific position
and is also determined by the role partners (Priest and Gass 2017). These roles are reciprocal
and can be described in pairs like trainer and trainee, buyer or seller, interviewer and
interviewee and many more.
iii) Case Study Method: With this method, a narrative description of a real scenario
related to the business or company is being provided for depicting the issue that individuals
can face in employment.
iv) Simulation Exercises Method: The fourth method or strategy is simulation
exercises method. The simulators are a group of training devices of varying complexity

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degrees, which model the real world. The main benefit of simulation method is that they are
responsible for improving the learning possibility to a high level.
v) Sensitivity Training Method: It is a collection of experiences within unstructured
agenda less groups that are designed for making people aware of themselves and get insight
of the immediate situation (Western 2019).
5. Different Types and Format of Program Vision with Comparison amongst Two of
them
There are various types and format of program vision like equality for everyone, a
world without Alzheimer’s, a just world without poverty and many more. A comparison of
two of them is as follows:
i) Habitat for Humanity: “A world where everyone has a decent place to live”.
ii) Make a Wish: “That people everywhere will share the power of a wish”.
The main similarities of these two vision statements include both of them have 10
words and provide idea about the business. The different between them is that Make a Wish
provides a specific business oriented vision statement, however, Habitat for Humanity
provides a general statement.

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Task 2
Section 1: Program Vision
i) Vision Statement: To empower all individuals and achieve success in work, so that
innovation and creativity is enhanced.
The aim of this program is to:
a) Empower every individual for achieving more in his or her work.
b) Become popular and significant to enhance innovation, creativity and proper
execution.
ii) Description of the Statement: When every individual or team member would work
efficiently, it is evident that the company would be gaining profit and there would be an
alignment in the organizational strategic direction, values and mission (Frohlich and
Oppenheimer 2015). The company is focusing on different attributes, so that every customer
and employee is able to gain knowledge about the operations and processes of the business
and they obtain maximum success without much complexity or issue in the work.
iii) Negotiations to be conducted with Stakeholders: The program managers can
involve negotiation program with other stakeholders like clients and management for
ensuring that the program vision is highly effective and efficient in respect to other aspects. It
can be done by justifying the position and proper communication with the other stakeholders,
so that they obtain significant knowledge about the requirement or need to be fulfilled under
every circumstance. Moreover, a compromising approach to negotiation or compromising
negotiation style would also be effective for executing the program vision easily and
promptly. As a result, proper strategies should be incorporated within the organization and
program vision is maintained eventually.

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Section 2: Socially responsible practice
i) Planning: Different explicit expectations for socially responsible practice in the
program include working with the third parties for ensuring safer working environment and
creation of an environmentally friendly industrial procedures (Covin and Slevin 2017). Few
strategies to communicate these expectations to the program staff and relevant stakeholders
include identification and understanding the organizational aspects and proper reposition for
a broad social good. Moreover, few meetings and conference calls should be incorporated for
ensuring a motivational and meaningful framework. It would not involve strict compliance,
however, employee perceptions and customer experiences would be met.
Lack of compliance issue would also eradicated on a priority basis and different
issues related to such situation would be solved eventually (Komives and Wagner 2016). The
threats could be identified and addressed in the program by incorporation of few strategies,
such as implementation of a risk management process or framework, taking consultation
from an expert, being positive, conducting internal research about the individuals and their
vital moves, conduction of external research regarding their competitors, seeking regular
employees’ feedback, making proper analysis of the customers’ complaints and even
utilization of different software or models. These distinct above mentioned strategies would
also ensure that the respective compliance issues are being resolved successfully.
ii) Policy and Procedure: Title: Safety report Breach of the Leadership Program
Purpose of the policy: The main purpose is to highlight the safety breaches within the
program for ensuring socially responsible practice.
Scope of the policy: The scope of the policy is to increase the chance for better
security and safety of the attributes and aspects.

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Policy content: The KPIs include eradicating every means of data security and
involving high level processes of net sales as well as hours of resources being utilized (Renz
2016). These KPIs would be responsible for ensuring that the policy purpose and scope is
being fulfilled and the organization would get maximum success without much complexity.
Moreover, the approach towards other individuals would be much more secured and the
confidential data would not be lost under any circumstance.
Version control: The version control of the policy includes involvement of new
aspects and features related to program management and legislations for ensuring safety.
Implementation of new computer security or network security is the major version control for
this program. The most significant examples of version control include antivirus programs,
PerForce, Apache Subversion and many more.
Section 3: Behavioural expectations
i) Behavioural Expectations: 5 behavioural expectations are:
a) Respecting their own weaknesses and strengths for ensuring that the project is
getting executed successfully.
b) Understanding that social and technological growth is a never ending procedure for
the program.
c) Clear communication of the rules, expectations and objectives (Martin et al. 2017).
d) Responding to subsequent behaviours predictably and consistently.
e) Discrimination amongst issues of problem ownership and responsibility.
ii) Expectations of a Project Manager: The main expectations of a project manager
are:

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a) They should exhibit higher degree of self efficacy and empathy, so that it becomes
easier for them to execute the project work without much complexity.
b) The project manager should anticipate the probable problems and then react
quickly for avoiding them. It is required since any type of sudden issue can include within the
project.
iii) Behavioural Expectations with communication: Different behavioural
expectations eventually point to the core capability of a project manager for the core purpose
of motivating different individuals within the team towards the achievement of a common
goal (Herman 2016). These expectations can be communicated to the team of project
managers by few strategies like meetings and conference calls. It would ensure that every
member of the team is aware of the expectations and hence they are able to deal with the
complexities and difficult situations easily and promptly for the business. As a result, the
business would get better outcomes without any issue.
iv) Strategies for Behavioural Expectations: Few strategies for encouraging proper
behaviour and also discouraging undesirable behaviour within program personnel include:
a) Hiring people with correct values and attitudes to ensure that the behaviour is
proper and effective.
b) It is needed to communicate the respective behaviour that is desired by the
management to the program staff and team members.
c) It is also effective to reinforce the most appropriate behaviours and then understand
the cause as well as motive of the behaviour (Cashman 2017).
d) The next distinct and important strategy is to respond to the behaviour consistently
and paying attention to the employees’ behaviour.

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Section 4: Program roles
The key program roles and responsibilities are:
Program Components Roles Key Responsibilities
Scope Project manager i) Creating scope statement.
ii) Checking overall
progress.
Critical Success factors Strategist i) Ensuring that CSFs are
fulfilled.
ii) Implementing plans for
meeting the goals.
Deliverables Content Creator i) Checking the probable
output.
ii) Creating content for the
program.
Work breakdown structure Coordinator i) Breaking the project into
parts.
ii) Reducing complexity.
Risk register Risk manager i) Identifying the main risks.
ii) Providing solutions for
the risks.
Schedule Project Schedule manager i) Ensuring project is
completed within time.
ii) Not wasting time.
Budget Financial manager i) Ensuring budget is not