Project Leadership (MAN6304): Personal Learning Portfolio

This document presents a student's personal learning portfolio for the MAN6304 Project Leadership course. The portfolio comprises five entries, each focusing on different aspects of project leadership. The first entry explores the importance of project managers, effective leadership skills, teamwork, and team motivation, highlighting the role of a project manager in ensuring project success, managing resources, and fostering a positive work environment. The second entry delves into the concepts of authority and responsibility within project management, discussing the significance of both and how they impact team dynamics, decision-making, and project outcomes. The portfolio emphasizes the importance of balancing these elements for effective project management. The student reflects on their experiences, incorporating research, collaboration, and personal insights to demonstrate their understanding of project leadership principles. Each entry includes references to support the arguments and demonstrate a comprehensive understanding of the subject matter.

1
MAN6304 – PROJECT LEADERSHIP
Title: MAN6304 – PROJECT LEADERSHIP
Assignment Name:
Student Name:
College Id:
Course name and Number:
Instructors Name:
Date:

2
MAN6304 – PROJECT LEADERSHIP
Table of Contents
Portfolio Entry 1..............................................................................................................................3
Portfolio Entry 2..............................................................................................................................4
Portfolio Entry 3..............................................................................................................................6
Portfolio Entry 4..............................................................................................................................8
Portfolio Entry 5............................................................................................................................10
Reference list.................................................................................................................................13

3
MAN6304 – PROJECT LEADERSHIP
Portfolio Entry 1
Project management along with project management is being considered to be the best
combination ever. This is just because it is the project manager who looks after the project or
venture. The project application or implication is being handled by the project manager.
Therefore, implication of the project could be passed by their assumption and implication.
Presence of a project manager is being considered to be very important. This is just because of
the responsibility he or she is being asked. The entire team that would be undertaking a particular
project would generally depend on the manager of the project. There happens to be many
elements that had been derivate or had been identified from the application of a project (Aga,
Noorderhaven & Vallejo, 2016). There is seen that the completion of a project needs enough
management. Therefore, the role of each and everyone should be taken into account to make the
project into a successful one. The manger of the task states an active role there and is considered
to bear the responsible area. Thus, it could be identified from this particular section, then need of
a project supervisor in the implication of definite venture and sources that manage a team in a
precise manager. This, as a result, generates a successful outcome (Heagney, 2016).
Being a manager or a leader of a task, it happens to be my duty of implementing the gauge in a
rightful manner. My skills as well abilities would be measured or would be tested. The reason
behind is, “I happen to be superior to the job that had been asked”. It is my job to pass the
project without any hustle or any sort of disturbances. Therefore, the application of this task in a
tussle free manner, need a lot of planning as well as decision making. These are the main
qualities that the leader of a task is being asked for. These are the two most important
determinants that are needed to posses by a supervisor of any task. The staffs that are executing
their activities are being considered to be generating work to the best of their action. Each and
every worker would be termed and need to be taken equally in work (Alvarez-Dionisi, Turner &
Mittra, 2016). I being the supervisor, the first task of a project is to keep a look on all the floor
associates. Motivation acts as the major key here in every possible scenario of implementing a
project into action. The outcomes are being explained as follows.
After the completion of the project, I had identified many areas that had helped me throughout
the process. These prevailed as the main determinants that make the activity easy. First comes is

4
MAN6304 – PROJECT LEADERSHIP
effective leadership skills. Leadership skills are very much required in a process of maintain a
team and an organisation. It is the leader who would be paving the path of the project thereby
making ease of work for all their junior level executives and associates (Badewi, 2016). It is a
general phenomenon that if the leader or the supervisor is good and helpful, then the work
becomes much easier for the executives who would be performing at the level of the stage. A
project leader has to handle a lot of things and elements that are existed in a project. The element
basically includes the management of the stuff that is comprised in that project only. The
elements are namely the managing of finance, staff or employees, intellectual property and
technological implications. These are the basic elements that fulfill a project or an assigned task.
If these are being handled or is managed properly, then it is for sure that it would render a
positive situation. That situation would generally be beneficial for the organization along with
the team (Kerzner & Kerzner, 2017).
The second thing that would be stated by me mainly comprises of two things that are considered
to be the base of any task or project. Those are teamwork and team motivation. A good
performance of a project is being acquired by good teamwork. If there is only one person who is
giving his best would never be considered as teamwork (Batselier & Vanhoucke, 2017). Proper
teamwork would be measured by the efforts rendered by all the workers of a team. All the team
member need to perform equally at their individual level, then only it would be called as team
performance. This is because effective work output only comes from effective team
coordination. However, I had seen certain factor that lack behind after a certain period of time.
This is just because there is a lack of motivation among the worker. I had motivated my team to
the best of my ability thereby generating the situation much flexible for them as well. Flexible
work environment produces flexible work output as well. Motivation and enthusiasm are being
regarded as the key factor that helps in the boosting of work performances. I had implicated this
particular factor in the past work and would definitely like to implement in the upcoming task to
achieve the predetermined goals. These characteristics helped me a lot like a project manager
individually and my team as well as a whole (Schwalbe, 2015). This is because effective project
management is basically an art which is supposed to change the ultimate scenario and the
management of the work. After the implication of an effective style of management in the
project, I have trained and motivated my team in a way, that members of team do not face many
problems. Therefore it can also be said that it is important to have a proper leadership style in

5
MAN6304 – PROJECT LEADERSHIP
order to maintain a team and the organisation in a specific way. Without proper replication of
style it could have been impossible for the manager to solve out the issues that exist in team
handling as well as providing proper output to the organisation.
Portfolio Entry 2
Authority and responsibility, both are the factors that are consisted of a project manager. Thus,
according to my perspectives it can be said that, it totally depends on the person who so ever is
under the post of the project manager. When it comes to the perspective of working, everybody
is an individual worker here. In today’s business world, there is much need of coordination
among the worker thereby implementing the tasks in such a manner that would be considered to
be a strong attempt for an organization (Bjorvatn & Wald, 2018). According to my point of view,
of the particulars scenario, the word organization is being taken just because projects are being
undertaken by the organizations only. Therefore, the organization would be the body that would
be acting as the first person for these kinds of projects. In this discussion, the organization would
be paying much heed just because the first attempt is being made from the side of the
organizations only. Therefore, as per my decision that would be given or passed by these
organizations would be referred to as the prime option to make the process better. Organizations
would be equally responsible for managing a project. The first action of such an organization
would be regarded as the last action (Cummings, Bridgman & Brown, 2016). If there is any
mistake made at the first attempt, then it would have a negative impact at the last of the program.
When it comes to choosing between responsibility and authority, I would definitely consider a
dilemmatic situation. The basic reason behind it is that they are being presented with such an
option that is consisted of the management of a team. The combined element responsibility
alongside authority is there is any corporate sector or corporate organization. However, both the
elements are having their own significances. Both are said to be represent able in their own way.
According to my point of view, it is the company who assigns the team with such projects.
Equality of the job would be considered being a major issue here. Therefore, no worker should
ever boast of his or her work. As a team, there should not be an ambiance of discrimination
created. Discriminating at the places of work would generally be considered as an inefficient
work. This, as a result, would generate an outcome that would be lost in structure (De Araújo,

6
MAN6304 – PROJECT LEADERSHIP
Alencar & de Miranda Mota, 2017). There is an obvious need for authority among individuals
working at the top level. Here top level denotes the stage or position of team leader or project
manager. He or she happens to be the person that keeps an eye on all the functions along with
aspects to make the process of a project run in a better way. It is his eye that circulates
throughout the organisation in checking that team members are reluctantly handling the projects
or not. They are the ultimate authority when it comes to the handling of project inside an
organisation. Issues exist in handling projects by the definite team are handled by project’s
superior only. It is an effective task of the manager in order to clear out the issues and run the
project successfully. This generally helps in project integration processes. It also makes the
organisation reach high.
Talking about authority, the first question in my mind is that whether it is a position to make
changes or it is just a position. The answer to this question is being generated from the side of the
team’s body only. It is because, team members very well know the associates that are working
with them along with their superiors (de Carvalho, Patah & Souza Bido, 2015). Therefore, an
accurate identification would be made thereby identifying the real scenario of the project. When
the element comes to authority, there had been seen a number of disadvantages. These are the
disadvantages that create a negative impact over the process thereby impacting the project. From
previous research, it had been noticed that people who are there in the upper level in an
organization generally becomes much arrogant (Elbanna, 2015). This generally could lead to an
argument that whether it is effect of authority or not. This arrogance often creates problems in
the entire communication process that are required for the overall management of the team
members. However, many had noticed a factor of misbehaving with the employees. This could
be interpreted as the illegal use of authority. It is also against the normal work ethics and culture
of an organization. Presence of authority should be there in the project. This is an element that
helps the firm to make a better decision as to the employees' looks to the project manager. On the
other hand, if the authority is not being put in the right way would definitely upshot the action of
the project. The project will be mishandled and it will lead to a mismanagement of the project.
I would choose responsibility would be best suited for this term. If the project manager keeps the
tag of responsibility aside then it would be considered to be a plus point for the entire process s
on the team as well. This is a vast concept but is summarized in short in this particular section. If

7
MAN6304 – PROJECT LEADERSHIP
the person, whoever is being made as a responsible one for the task and would generally be the
managing the work availed in the venture (Falkner & Hiebl, 2015). Therefore, the manager is
being responsible and efficient enough to make the work done within a specific period of time.
Because of the responsibility, the executives and the associates would be flexible enough to
work. This would generally help to make deliver the required attempts in the future period of
time. By the implication or execution of this particular attempt in the project makes the process
work in a flexible way thereby demonstrating leadership skills and qualities. Therefore it can be
said that effective qualities and style of leadership is important in handling problems related to
the projects as well as providing a proper guidance to the team for effective work output.
Portfolio Entry 3
From portfolio 1 and portfolio 2 it would be assumed that a particular leadership style is required
to make the relevant changes in an organization. A particular style should be followed in an
organization to acquire the same quality of result or outcome. Laissez-Faire Leadership style is
required to take an approach for the purpose of proper decision-making and completion of task.
This leadership style or quality provides the members with a wide view during project
management and problem solving. If there is seen a difference between the leadership style, and
it would affect the qualities that are existed in a leadership. From the previous portfolios a
specific style of leadership had been identified (Gacasan & Wiggins, 2017). The name of such
style is ‘transformational leadership’. This particular leadership style is being regarded as a new
attempt in the corporate culture. However, it is marking as a beneficial attempt for the
organization as well as the projects. It is basically the application of innovative ideas into the
proceedings of process. In this case, the leader asks to apply the innovative styles to make some
positive changes within the project. This as an outcome generates a notion or motivation and
inspiration for the workers or the junior employees. This is because innovation and innovative
style often creates changes in the work output and becomes a significant style of the specific
team. Therefore the leader often motivates the team to infuse proper kinds of change and
innovation so as to make a significant change that suits the project and make it attractive.
It is being considered to be the best fit in a project. This actually subjects the application of
innovation and new ideas into action (Head & Alford, 2015). Here, in this process, the

8
MAN6304 – PROJECT LEADERSHIP
employees are being given the authority to make situations better by the way they want. This
could only be achieved when the workers apply new ideas into the process of a project thereby
making situations into a good one. Changes are very much required for the term of a project.
These changes could also represent the efficient nature of the organization. This is also
applicable to the team and the venture. This leads to a factor of active decision making among
the executive. If seen closely, the executives are free to implement any ideas into the process,
thereby leading to a change of action. This action could turn as game changes for the task. The
role of every individual could be measured (Hornstein, 2015). The measurement would define
the thinking of every active personnel of the project (prospects.ac.uk, 2019).
The above sections had spoken of the advantages or the merits that are being seen in the course
of work. However, there is also seen some demerits that had been noticed by the completion of
the work being asked to do. Recognizing such element is much needed to make the situation
better. Being a manager it would be my responsibility to identify the lags that had been
originated (Jabbarzadeh, 2018). The lag that had been identified in the period of the project is the
direct approach. Approaches should be made directly. This results in the increase of flexibility of
the tasks assigned in the project. If a manager directly asks the team member about the project it
would be much profitable. By this implication, the flaws and the problems of the project could be
identified. This, in turn, makes the project much profitable and efficient. Therefore, the
determinant of the direct approach needs to be improved and improvised to derive a better
outcome.
For me, team management is a must and a mandatory factor that should be applied in every
project. I love to manage a team by the way I want. Therefore, identification of a proper team
needs to be done. This process should be done before entering in the project process. A proper
team needs to be recognized for a better understanding (Joslin & Müller, 2015). Not only team
management but also relationship management is a major factor that helps in the completion of a
venture. The process of a venture needs to apply both these facts into its relevant areas to have
the desired fruitful outcome in the future period of time. According to me, this should be given
much attention rather than making the financial figure of the projects. This process would
channel out the ease of work (Li, Akintoye & Holt, 2017). If I am being given the authority, then

9
MAN6304 – PROJECT LEADERSHIP
I would like to make way for the process in such a way that no single employees are being
disturbed thereby applying both mentioned determinants.
The portion of the venture that is being given the least attention is just a justification made by
me. There is a need for every element that would be defining the work efforts. For me, financial
management should be seen hut after team management. The team should be given the first
priority. Obviously, financial areas would be taken into account but the team is the major term
that makes the work done (Long et al. 2015). Therefore, they should be motivated each and
every time to generate the best possible work ever. This, in turn, makes the process into a
successful one. If the management of finances is done properly, it will enable for a proper
management and work function within the organizational set up. This aspect basically represents
the ethics and consideration of workplace. Finance takes an important position in forging the
vend and giving it a model in such an order that it can change different scenarios and make it
effective. Therefore proper financial support is an integral part in maintain an organization in
order to run the business successfully. It also helps at the time of stake faced by the organization.
However, financial areas are an integral part of an organization. The entire process of the
organization is being depended on the financial representation. Financial backups are much
needed to have support at the time of losses. Thus, the process should be carried on taking both
the elements into mind. It will also appreciate the proper upbringing of organizational set up and
culture in a varied way (arraspeople.co.uk, 2018).
Portfolio Entry 4
I happened to be the manager of a project of a corporate firm. I had been in many dilemmatic
situations where I had been tested many times. The first incident took place in my previous
workplace. There I was forced to make a strong decision (McGivern et al. 2018). The decision
mainly made up a situation that was considered to be harsh somehow. I had to choose a situation,
where I was left with no option. There were only two options out of which I had to pick up one.
The two choices were actually prevailing between the aspects like team and authority. Being a
leader of that team, the team was under my responsibility. It was the duty that I was being taken
for. Therefore, the team was an area of priority for me. However, I had to follow the higher
authorities as well. This was the most critical situation I had ever faced in my entire life. This is

10
MAN6304 – PROJECT LEADERSHIP
because it is important that the team leader listens to both the team and the authority in a similar
aspect. This will help me to correlate with the issues and the problems that are being faced by my
team in handling different kinds of projects. I was appointed as their leader. That was the first
time for me to handle a team as a while (Mok, She & Yang, 2015). The task was not only up to
the handling of the task that had been appointed. It requires the basic management skills which I
had been developing by the change of time. My skills were much appreciated equally by the
team as well as the authorities that are at the high level of the organization. Now the main
problem that had challenged my abilities of decision making is basically delivering a single
choice. Choices are the essential elements that could make a career or ruin a character as well
(apm.org.uk, 2019). This is because at the time of career development, the most important
decision that is to be undertaken is the selection of the job role that perfectly suits an individual.
This will provide a proper motivation in the work and will also dedicate a feeling of self
satisfaction within an individual.
There was a fault made in the project that I was assigned at that period of time. My team
members were looking forward to the hope that I would be handling the situation in such a way
that would never hamper the process within the project. The fault factually took place due to a
mishap within the management (Niazi et al. 2016). However, the management denied the entire
situation and blamed my entire team. Being responsible for my team it was one of my imposed
duties to make the situation better for my team. I tried my best to make the team aside from the
entire dilemmatic situation that I was going by. This, in turn, had eventually affected the
members. I had to make a report of the losses due to the mishap and was also answerable to the
authorized management. The authority gave me the choice to make out form the mishap.
However, I denied and chose my team and the people working under me. Just because of them,
the work had been possible until now (Ogunde et al. 2016). There were some minor issues like
time loss but had been recovered by the going time. This is considered to be an ethical dilemma.
It is basically the act of working against the company policy and ethics. In this scene, ethical
considerations are to be taken into account and need to be proceeding on. It was generally a
situation that I had to face which actually could turn into worse. In one hand it was the
management whose word I had to follow. On the other hand, it was my team whom I had to look
for. Thus, I had been through such a situation which had generally strengthened my abilities and
skills, especially when it comes to decision making (Projectmanagement-training.net, 2019).

11
MAN6304 – PROJECT LEADERSHIP
Another dilemmatic condition that I had faced is to choose between work and team. Work is as
important and as a team. It is referred to be the dilemma that is extreme in condition. The
workplace was the major aspect for me and the team as well. Thus, it could lead to a situation
that would be unconditional. Being a project mentor, the duties had been levied on me (Olohan
& Davitti, 2017). On the other side, the team would refer to the major concern. The reason
behind it is the teamwork and team effort.
The dilemma in a project can be seen not just as a hurdle in the development process that can
lead to much significant individual change in approach for most of the managerial and the
development sections. This also leads to inefficient handling of the team and also creates
confusion between the team members. This creates a further disruption of understanding the
effective needs of a project. In the completion of the project, there was a strict disparity between
the quantitative demands of the directors and the qualitative approach that most of the active
employees suggested. As a participant or an active member, an assessment can be done on the
basis of the mode of compliance in a scenario as such (Oppong, Chan & Dansoh, 2017). But as a
managerial body of the project, it is the solemn change to consolidate the urges of the peers who
demand a qualitative completion of the project that the qualitative demand that is presented for
the hierarchy (manage.gov.in, 2019). Meeting both qualitative and quantitative demand will
make an effective work follow ups as well as increase the reputation of the organisation.
Therefore as a project manager I need to coordinate the intermediate level between the team
members and the authority in such a way that it ensures a proper understanding of the work role
and so that there is a proper building of trust.
Portfolio Entry 5
Reflective practices within a structural management framework are one of the most vital tools in
the process of the rectification of the organizational assessment that is at the same time
subjective and objective in nature. In the modern market of continuous changes in the market
norms and the trajectory, it is quite an enormous task to comprehend the nature of the route that
the market can take at any given time (Paquin, Gauthier & Morin, 2016). In a situation as such, it
is quite difficult for an organizational or collective group of managerial overheads to try to
comprehend the ever-changing flux that the current trade or business model operates in. The

12
MAN6304 – PROJECT LEADERSHIP
investment that a company devotes in the name of the mentioned project should be a viable point
of interest for any stakeholders that are in active relation with the project in any shape or form.
The investors are to assured of the potentiality of the project in the time of the completion
(Pemsel, Müller & Söderlund, 2016). This is precisely the point where the need for an active
oversight on the reflection of the adopted mode of operation or practices is in order for any
managerial part of any organization.
The managerial department concerns themselves with every nook and cranny of the project that
they are involved in. Every shred of percentage change or shift in the equity market triggers a
major chain of cautionary percussion in the command line (Sanchez & Terlizzi, 2017). The
implementation of the reflective practices thus can provide a certain alternation in the process
that can be proven as an explicit resource in the situation of a managerial or development crisis.
The reflection projections must have a measurable ramification on the various developments,
improvement and the objective outlook of the organizational heads.
Change
The term change can be an up for many interpretations in the long line of projection-oriented
outputs that is achievable in the inclusion of the reflective practices. Change, on the other hand,
can be measured both as a positive or a negative attribute in a development process. This is
because at times change brings a positive feedback to the organization and at time makes several
problems. Therefore there should be effective identification of the kinds of change that is
required in the specific area of the organizational department. But the changes in the reflective
method are that of a constructive one. Every single member in the project management process
can get a substantial benefit in this process (Svejvig & Peter Andersen, 2018). The changes in the
conduction procedures, communication, and materialization of the active project do have an
important function in the actualization of the process. This process is necessary in the overall
maintenance of the structural function in the overall work procedures.
The change can also indicate the shuffling of the role or the designative position of a certain
member of the organization and every other part of the organization can be an active participant
in the method of discerning the functionality of the department or the individual accountability of
the mentioned employee (edo.ca, 2018).

13
MAN6304 – PROJECT LEADERSHIP
Development
Reflective method of self-analysis and assessment can have a lasting impact on the
organizational intentions, visions and value measurement with the addition of support in a
landscape that can prove to be quite a challenge for the ethical and moral constraints, the power
dynamics of the organizational fractions in a challenging managerial environment.
The development in the line is as personal as it is collective in its approach (Terlizzi, de Souza
Meirelles & de Moraes, 2016). The need for providing the sustainability of the organization in its
day to day bearings can leave a major ramification on the differentiated policies that can be
sampled in most of the financial corporations. The basic need of the sustainability or the
relevance in a single employee can invariably change the nature of the project in progress. This
major shift in the paradigm of the perceptional change and adherence of the perception
throughout the project duration can have a constructive reverberate in the whole functional body
of work (Zheng et al. 2016).
More sustainable development can ensue through the creative and fundamentally innovative
frame of the function. It is not just the project management department but also the various
organizational systems and sub-branches that can derive constructive benefits in this process.
This benefit generally is transmitted in different departments. This is an important aspect of the
overall ramification that is necessary in coordinating the overall processes. It can also be said
that constructive benefits occurs to be an integral part of the system and therefore there are
specific measures to be taken in the identification of the development processes that are essential
in the overall management. Therefore the function and its transmission define an overall process
of organizational function. This also contributes with an effective work analysis.
Improvement
Improvement in any finance or commercial endeavor is bound to be a measurable unit. The
improvement criterion is thus a narrow way of collective information or data projection in the
actualization of the term (ul Musawir et al. 2017). In a more traditional fashion, the improvement
can be seen as the measurement of the annual worth or the marginal benefit of the company or
firm. But the actual sense the term can be more insightful that meets the usual perception. In a
broader sense of terms then improvement can be seen as an individualistic or subjective approach

14
MAN6304 – PROJECT LEADERSHIP
to the employee functionality (vom Brocke & Lippe, 2015). If the members of an organization
affiliated with a project can manage to assess their own rate of improvement along with the
collective one then there is no need for a structural or managerial assessment process. The insight
of one's abilities can be a reflective input in the completion of the process. Thus the inclusion of
a reflective process can be seen as not just a viable but a necessary alternative in the context of
the contemporary market and project management framework.

15
MAN6304 – PROJECT LEADERSHIP
Reference list
Book
Heagney, J. (2016). Fundamentals of project management. Amacom. Retrieved from:
http://202.166.170.213:8080/xmlui/bitstream/handle/123456789/3079/Fundamentals%20of
%20Project%20Management.pdf?sequence=1&isAllowed=y. Retrieved on: 27th April 2019
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons. Retrieved from:
http://202.166.170.213:8080/xmlui/bitstream/handle/123456789/3849/Project%20management
%20%20a%20systems%20approach%20to%20planning%2C%20scheduling%2C%20and
%20controlling.pdf?sequence=1&isAllowed=y. Retrieved on: 27th April 2019
Schwalbe, K. (2015). Information technology project management. Cengage Learning. Retrieved
from: https://isat.siu.edu/_common/documents/syllabi-fall-2013/ist404-001.pdf. Retrieved on:
27th April 2019
Journal
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818. Retrieved from:
https://www.researchgate.net/profile/Bertha_Vallejo/publication/299738265_Transformational_l
eadership_and_project_success_The_mediating_role_of_team-building/links/
5730d69c08ae100ae5574776/Transformational-leadership-and-project-success-The-mediating-
role-of-team-building.pdf. Retrieved on: 28th April 2019
Alvarez-Dionisi, L. E., Turner, R., & Mittra, M. (2016). Global project management
trends. International Journal of Information Technology Project Management (IJITPM), 7(3),
54-73. Retrieved from: http://www.greenprojectmanagement.org/images/PDF/Global%20project
%20management%20trends%20%20%20-%20%20Final%20authors%20version
%203%20v11.pdf. Retrieved on: 28th April 2019

16
MAN6304 – PROJECT LEADERSHIP
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), 761-778. Retrieved from:
https://s3.amazonaws.com/academia.edu.documents/39254205/1-s2.0-S0263786315001027-
main.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1557642197&Signature=KF3pV
hngoXGn0Wt86kQ54eFzig8%3D&response-content-disposition=inline%3B%20filename
%3DThe_impact_of_project_management_PM_and.pdf. Retrieved on: 28th April 2019
Batselier, J., & Vanhoucke, M. (2017). Project regularity: Development and evaluation of a new
project characteristic. Journal of systems science and systems engineering, 26(1), 100-120.
Retrieved from: https://biblio.ugent.be/publication/7283895/file/8507902. Retrieved on: 28th
April 2019
Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as
drivers of project management performance. International Journal of Project
Management, 36(6), 876-888. Retrieved from:
http://iranarze.ir/wp-content/uploads/2018/10/E9799-IranArze.pdf. Retrieved on: 29th April
2019
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60.
Retrieved from: https://journals.sagepub.com/doi/pdf/10.1177/0018726715577707. Retrieved on:
29th April 2019
De Araújo, M. C. B., Alencar, L. H., & de Miranda Mota, C. M. (2017). Project procurement
management: A structured literature review. International Journal of Project
Management, 35(3), 353-377. Retrieved from:
https://fardapaper.ir/mohavaha/uploads/2017/11/Project-procurement-management-A-structured-
literature-review.pdf. https://fardapaper.ir/mohavaha/uploads/2017/11/Project-procurement-
management-A-structured-literature-review.pdf. Retrieved on: 29th April 2019
de Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its
effects on project success: Cross-country and cross-industry comparisons. International Journal

17
MAN6304 – PROJECT LEADERSHIP
of Project Management, 33(7), 1509-1522. Retrieved from:
http://iranarze.ir/wp-content/uploads/2018/10/9341-English-IranArze.pdf. Retrieved on: 29th
April 2019
Elbanna, S. (2015). Intuition in project management and missing links: analyzing the predicating
effects of environment and the mediating role of reflexivity. International Journal of Project
Management, 33(6), 1236-1248. Retrieved from:
https://fenix.tecnico.ulisboa.pt/downloadFile/1689468335568411/5%20Wednesdasy
%20(2)%20Intuition%20in%20project%20management%20and%20missing%20links-
%20Analyzing%20the%20predicating%20effects%20of%20environment%20and%20the
%20mediating%20role%20of%20reflexivity.pdf. Retrieved on: 29th April 2019
Falkner, E. M., & Hiebl, M. R. (2015). Risk management in SMEs: a systematic review of
available evidence. The Journal of Risk Finance, 16(2), 122-144. Retrieved from:
https://www.wiwi.uni-siegen.de/mac/forschung/publikationen/pdfs/falkner_hiebl_(jrf_2015)_-
_risk_management_in_smes_-_a_systematic_review_of_available_evidence.pdf. Retrieved on:
30th April 2019
Gacasan, E. M. P., & Wiggins, M. W. (2017). Sensemaking through cue utilisation in disaster
recovery project management. International Journal of Project Management, 35(5), 818-826.
Retrieved from: https://paperdownload.me/wp-content/uploads/2017/12/6220-sensemaking-cue-
utilisation-disaster-recovery-project-management.pdf. Retrieved on: 30th April 2019
Head, B. W., & Alford, J. (2015). Wicked problems: Implications for public policy and
management. Administration & society, 47(6), 711-739. Retrieved from:
https://www.researchgate.net/profile/Brian_Head/publication/275573005_Wicked_Problems_Im
plications_for_Public_Policy_and_Management/links/5af974ffa6fdcc0c0334ad11/Wicked-
Problems-Implications-for-Public-Policy-and-Management.pdf. Retrieved on: 30th April 2019
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Retrieved from: https://fenix.tecnico.ulisboa.pt/downloadFile/845043405428940/13%20The
%20integration%20of%20project%20management%20and%20organizational%20change.pdf.
Retrieved on: 1st May 2019

18
MAN6304 – PROJECT LEADERSHIP
Jabbarzadeh, A. (2018). Application of the AHP and TOPSIS in project management. Journal of
Project Management, 3(2), 125-130. Retrieved from:
http://growingscience.com/jpm/Vol3/jpm_2018_1.pdf. Retrieved on: 1st May 2019
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), 1377-1392. Retrieved from:
https://paperdownload.me/wp-content/uploads/2017/12/6284-relationships-project-management-
methodology-project-success-project-governance-contexts.pdf. Retrieved on: 1st May 2019
Li, B., Akintoye, A., & Holt, G. (2017). Empirical study of project governance among Chinese
project management professionals. International Journal of Architecture, Engineering and
Construction, 6(2), 29-39. Retrieved from: http://eprints.leedsbeckett.ac.uk/5054/1/Emperical
%20Study%20of%20Project%20Governance%20Among%20Chinese%20Project
%20Management%20Professionals.pdf. Retrieved on: 2nd May 2019
Long, D. M., Baer, M. D., Colquitt, J. A., Outlaw, R., & Dhensa‐Kahlon, R. K. (2015). What
will the boss think? The impression management implications of supportive relationships with
star and project peers. Personnel Psychology, 68(3), 463-498. Retrieved from:
http://media.terry.uga.edu/socrates/publications/2015/07/LongBaerColquittOutlawDhensa-
Kahlon2015.pdf. Retrieved on: 2nd May 2019
McGivern, G., Dopson, S., Ferlie, E., Fischer, M., Fitzgerald, L., Ledger, J., & Bennett, C.
(2018). The silent politics of temporal work: A case study of a management consultancy project
to redesign public health care. Organization Studies, 39(8), 1007-1030. Retrieved from:
http://discovery.ucl.ac.uk/1569295/1/McGivern%20et%20al%20%282017%29%20The
%20Silent%20Politics%20of%20Temporal%20Work%20in%20Organization%20Studies
%20%28pre-pub%20version%29.pdf. Retrieved on: 2nd May 2019
Mok, K. Y., Shen, G. Q., & Yang, J. (2015). Stakeholder management studies in mega
construction projects: A review and future directions. International Journal of Project
Management, 33(2), 446-457. Retrieved from:
https://fenix.tecnico.ulisboa.pt/downloadFile/1689468335567430/1%20Wednesday%20-

19
MAN6304 – PROJECT LEADERSHIP
%20%20Stakeholder%20management%20studies%20in%20mega%20construction%20projects-
%20A%20review%20and%20future%20directions.pdf. Retrieved on: 3rd May 2019
Niazi, M., Mahmood, S., Alshayeb, M., Qureshi, A. M., Faisal, K., & Cerpa, N. (2016). Toward
successful project management in global software development. International Journal of Project
Management, 34(8), 1553-1567. Retrieved from:
https://fenix.tecnico.ulisboa.pt/downloadFile/1689468335567432/4%20Monday%20-
%20Toward%20successful%20project%20management%20in%20global.pdf. Retrieved on: 3rd
May 2019
Ogunde, A., Joshua, O., Amusan, L. M., & Akuete, E. (2017). PROJECT MANAGEMENT A
PANACEA TO IMPROVING THE PERFORMANCE OF CONSTRUCTION
PROJEC. International Journal of Civil Engineering and Technology (IJCIET), 8(9), 1234-1242.
Retrieved from:
http://eprints.covenantuniversity.edu.ng/9690/1/IJCIET_08_09_138%20ogunde.pdf. Retrieved
on: 3rd May 2019
Olohan, M., & Davitti, E. (2017). Dynamics of trusting in translation project management: Leaps
of faith and balancing acts. Journal of Contemporary Ethnography, 46(4), 391-416. Retrieved
from:
https://www.research.manchester.ac.uk/portal/files/33810428/Author_s_post_print_JCE_2015.p
df. Retrieved on: 4th May 2019
Oppong, G. D., Chan, A. P., & Dansoh, A. (2017). A review of stakeholder management
performance attributes in construction projects. International journal of project
management, 35(6), 1037-1051. Retrieved from:
http://www.projcp.com/Readings/180329%20Stakeholders%202.pdf. Retrieved on: 4th May
2019
Paquin, J. P., Gauthier, C., & Morin, P. P. (2016). The downside risk of project portfolios: The
impact of capital investment projects and the value of project efficiency and project risk
management programmes. International Journal of Project Management, 34(8), 1460-1470.
Retrieved from: http://tarjomefa.com/wp-content/uploads/2017/02/6041-English-TarjomeFa.pdf.
Retrieved on: 4th May 2019

20
MAN6304 – PROJECT LEADERSHIP
Pemsel, S., Müller, R., & Söderlund, J. (2016). Knowledge governance strategies in project-
based organizations. Long Range Planning, 49(6), 648-660. Retrieved from:
https://www.researchgate.net/profile/Jonas_Soederlund/publication/
302920690_Knowledge_Governance_Strategies_in_Project-based_Organizations/links/
5b86d3614585151fd13b98f3/Knowledge-Governance-Strategies-in-Project-based-
Organizations.pdf. Retrieved on: 5th May 2019
Sanchez, O. P., & Terlizzi, M. A. (2017). Cost and time project management success factors for
information systems development projects. International Journal of Project Management, 35(8),
1608-1626. Retrieved from: https://workfa.com/upload/drive/17/11/6.pdf. Retrieved on: 5th May
2019
Svejvig, Per, and Peter Andersen. "Rethinking project management: A structured literature
review with a critical look at the brave new world." International Journal of Project
Management 33, no. 2 (2015): 278-290. Retrieved from:
https://fenix.tecnico.ulisboa.pt/downloadFile/845043405428938/11%20Rethinking%20project
%20management.pdf. Retrieved on: 5th May 2019
Terlizzi, M. A., de Souza Meirelles, F., & de Moraes, H. R. O. C. (2016). Barriers to the use of
an IT project management methodology in a large financial institution. International Journal of
Project Management, 34(3), 467-479. Retrieved from:
https://s3.amazonaws.com/academia.edu.documents/46096548/MEIRELLES_-
_Barriers_to_the_use_of_an_IT_project_management_methodology_in_a_large_financial_instit
ution.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1557642983&Signature=wXXc
V8JWlTVyTeD2k%2Bo%2FEihlO2A%3D&response-content-disposition=inline%3B
%20filename%3DBarriers_to_the_use_of_an_IT_Project_Man.pdf. Retrieved on: 6th May 2019
ul Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefit
management, and project success: Towards a framework for supporting organizational strategy
implementation. International Journal of Project Management, 35(8), 1658-1672. Retrieved
from: https://paperdownload.me/wp-content/uploads/2017/12/6199-project-governance-benefit-

21
MAN6304 – PROJECT LEADERSHIP
management-project-success-framework-supporting-organizational-strategy-implementation.pdf.
Retrieved on: 6th May 2019
vom Brocke, J., & Lippe, S. (2015). Managing collaborative research projects: A synthesis of
project management literature and directives for future research. International Journal of Project
Management, 33(5), 1022-1039. Retrieved from:
https://fenix.tecnico.ulisboa.pt/downloadFile/845043405444299/14%20Managing
%20collaborative%20research%20projects.pdf. Retrieved on: 6th May 2019
Zheng, X., Le, Y., Chan, A. P., Hu, Y., & Li, Y. (2016). Review of the application of social
network analysis (SNA) in construction project management research. International journal of
project management, 34(7), 1214-1225. Retrieved from:
https://paperdownload.me/wp-content/uploads/2017/12/6251-application-social-network-
analysis-sna-construction-project-management-research.pdf. Retrieved on: 7th May 2019
Online Article
edo.ca (2018), edo, Retrieved from: http://www.edo.ca/downloads/project-management.pdf.
Retrieved on: 7th May 2019
manage.gov.in (2019), manage, Retrieved
from:https://www.manage.gov.in/studymaterial/PM.pdf. Retrieved on: 8th May 2019
Projectmanagement-training.net (2019), Projectmanagement, Retrieved from:
https://www.projectmanagement-training.net/wordpress/wp-content/uploads/2015/11/
book_project_management.pdf. Retrieved on: 8th May 2019
Website
apm.org.uk (2019), amp, Retrieved from: https://www.apm.org.uk/
https://www.reed.co.uk/career-advice/is-a-project-management-course-right-for-me/. Retrieved
on: 9th May 2019
arraspeople.co.uk (2018), arraspeople, Retrieved from: https://www.arraspeople.co.uk/camel-
blog/project-management-training/top-five-project-management-certifications-uk/. Retrieved on:
9th May 2019

22
MAN6304 – PROJECT LEADERSHIP
prospects.ac.uk (2019), prospects, Retrieved from: https://www.prospects.ac.uk/jobs-and-work-
experience/job-sectors/business-consulting-and-management/how-to-become-a-project-manager.
Retrieved on: 10th May 2019