MN601: Network Project Management Case Study - Leadership and Ethics

This case study report delves into the complexities of network project management, using Charles Pellerin's leadership of the Hubble Telescope project as a focal point. The report examines the leadership issues that arise when project leaders are ineffective, including a lack of vision, gaps between strategy and execution, and difficulties in retaining talent. It then explores Pellerin's articulated leadership styles, categorizing leaders into cultivating emotional-intuitive, including emotional-sensing, visioning logical-intuitive, and directing logical-sensing types, and suggests which styles are best suited for team building and project success. Furthermore, the report addresses ethical issues encountered during the Hubble Telescope launch, such as the unauthorized $60 million fix mission and data confidentiality concerns, proposing potential solutions. The conclusion emphasizes the importance of project management principles for successful project completion.

Running head: NETWORK PROJECT MANAGEMENT
Network Project Management
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
1. Executive Summary...........................................................................................................................2
1. Introduction.......................................................................................................................................3
2. Discussion..........................................................................................................................................3
2.1 Leadership Issues when Project Leader is Ineffective..................................................................3
2.2 Leadership Styles articulated by Charles Pellerin.........................................................................3
2.3 Explanation of Leadership Styles building teams for Project Success..........................................4
2.4 Description of Ethical Issues in the Hubble Telescope Launch Case with Possible Solutions.......4
Conclusion.............................................................................................................................................5
References.............................................................................................................................................6

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1. Executive Summary
The main aim of the report is to understand the entire case study of Charles Pellerin, one of the best
project managers. This case study states that Charles was the project director of Hubble telescope
project. He has focused on his leadership skills by designing a system so that unauthorized 60M US
dollars fix mission allow astronauts for repairing the telescope. The model of leadership competency
is on the basis of two continuous axis of emotional logical decision-making procedure continuum and
intuited sensed data-preferences continuum. After merging these two continuums, four kinds of
leaders, which include the cultivating emotional-intuitive leaders, the including emotional-sensing
leaders, the visioning-logical intuitive leaders as well as finally the directing logical-sensing leaders.
Charles had described about the most effective project leaders and has used assessments of
leadership competencies for measuring profiles and behaviours of teams and leaders. This report
has described about leadership issues and ethical issues that are being faced in the case study.

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1. Introduction
Project management can be referred to as the core practice to initiate, plan, execute,
control and finally close the work of any team for the core purpose of achieving specified objectives
and also fulfilling the respective success criterion at the provided time [2]. The most significant
challenge of the project management would be proper achievement of each and every project
objective within the provided project constraints. A project manager has to be an effective leader for
bringing success in his project. The following outlines a brief discussion on Charles Pellerin and his
leadership styles with details.
2. Discussion
2.1 Leadership Issues when Project Leader is Ineffective
A project leader is responsible for providing proper guidance to the project members in any
particular project so that it becomes successful. An effective understanding of an extremely complex
project is only possible if the project leader is effective [3]. There could be a rise of couple of issues,
if a project leader is ineffective and these issues are as follows:
i)
Lack of Proper Vision: The first and the foremost leadership issue that is common when a
project leader is ineffective is a lack of proper vision [6]. This particular leadership trait is required to
make all the project team members understand about the probable outcomes of the project and
hence it is highly needed to solve this issue.
ii)
Gap within Execution and Strategy: The second leadership issue that is common when a
project leader is ineffective is presence of a gap within strategy and execution. Poorer leadership
does not provide accurate strategy and process to execute this strategy [7]. Thus, it brings significant
problem for the project team.
iii)
Retaining of Talent: An ineffective project cannot retain the talent of his team members.
Retaining of talent is extremely important for bringing major success in the project and also for
reducing the issues to a high level.
2.2 Leadership Styles articulated by Charles Pellerin
There are two continuums axes in the leadership competency model, which are emotional
logical decision-making procedure continuum and intuited sensed data-preferences continuum [1].
The leadership styles articulated by Charles Pellerin are as follows:

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i)
The Cultivating Emotional-Intuitive Leaders (Green): This type of leader is great at
providing gratitude and he cares about other human beings. They are perfect for larger and complex
project.
ii)
The Including Emotional-Sensing Leaders (Yellow): This type of leader is great at
eventually making the project team member feel that they are included in every aspect and he
develops harmonious team and gets most problematic individual work as one team [4]. They are
best for larger and complex project.
iii)
The Visioning Logical-Intuitive Leaders (Blue): This type of leader is great at mastering
optimism on the basis of reality and is living via complete commitment. They demand excellence and
provide creative and innovative ideas. However, often in early phase project, they get stuck.
iv)
The Directing Logical-Sensing leaders (Orange): This type of leader is the organizer in
chief and he builds system, is highly disciplined and well organized [8]. He even uses reliable
procedures to deliver project in hard times, however try to meet objectives ruthlessly.
2.3 Explanation of Leadership Styles building teams for Project Success
Amongst the four above mentioned leadership styles articulated by Charles Pellerin, the
leadership styles of yellow and blue are perfect to build up teams for project success, which are the
including emotional-sensing leaders, the visioning logical-intuitive leader [5]. The main reasons for
this would be that an including emotional sensing leader has the core ability to develop perfect
teams and can even mobilise for getting people to work as an effective team. On the other hand, a
visioning logical intuitive leader has the core capability to master optimism on the basis of reality
and living through perfect commitment [1]. This particular leader can bring new ideas and be
innovator. Thus, project becomes successful without any complexity.
2.4 Description of Ethical Issues in the Hubble Telescope Launch Case with Possible Solutions
The ethical issues of Hubble Telescope Launch case with solutions are as follows:
i)
Unauthorized 60 million US dollars fix mission: The entire project of Hubble Telescope
was a fixed or predetermined mission for getting astronauts repair the telescope [7]. This was
unethical as the project was not authorized and thus ethical issues were raised.
The solution for this ethical issue would be complaining against the individuals, who were
responsible for such activity.
ii)
Confidentiality of Data: The telescope repairing was a fix mission and hence unethical and
ineffective leadership was involved [3]. It even raised issues for data confidentiality.

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The solution for this ethical issue would be involving legal persons to maintain confidentiality
and integrity of data.
Conclusion
Therefore, from this above discussion, conclusion can be drawn that project management is
the significant discipline to utilize established policies, processes and principles for successfully
guiding any project from initiation to completion. A proper application of these processes as well as
principles and tools or techniques for ensuring that this project could be easily completed in such a
manner that it effectively fulfils each and every articulated result. The above provided report has
clearly outlined about leadership skills and style of a popular leader and project manager, Charles
Pellerin with relevant details.

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References
[1] D. Goleman, R.E. Boyatzis and A. McKee.
Primal leadership: Unleashing the power of emotional
intelligence. Harvard Business Press. 2013.
[2] R.L. Daft.
The leadership experience. Cengage Learning. 2014.
[3] J. Antonakis and D.V. Day. eds.
The nature of leadership. Sage publications. 2017.
[4] M. Chemers.
An integrative theory of leadership. Psychology Press. 2014.
[5] J.B. Ciulla. ed.
Ethics, the heart of leadership. ABC-CLIO. 2014.
[6] M. Tschannen-Moran.
Trust matters: Leadership for successful schools. John Wiley & Sons. 2014.
[7] K.S. Cameron, R.E. Quinn, J. DeGraff and A.V. Thakor.
Competing values leadership. Edward Elgar
Publishing. 2014.
[8] B.J. Avolio and F.J. Yammarino. eds.,
Transformational and charismatic leadership: The road
ahead. Emerald Group Publishing. 2013.