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Beneficial Project Manager Characteristics (Laura Taylor's (Flexible…
Beneficial Project Manager Characteristics
Team's additional findings
Leadership
Project managers must be assertive in their leadership decisions, if one is unsure of their own decisions, they cannot expect others to follow them
Task delegation
Project managers must be able to effectively delegate tasks to the most capable team members, but must also take care to allot tasks fairly, as to not overburden team members
Integrity
Project managers must be considered to be honest in their management, if managers lie, for example on how long he will require team members to work overtime, he will be disliked, and less likely to be trusted in the future
Fairness is a key attribute of a good leader, and unfair leaders, who make unreasonable demands or force certain team members to do exceptionally more work will find it difficult to maintain a positive project environment
Project managers should maintain their professionality, and should never slander or belittle team members, as this with promote negative project environment
Competence
Team project managers must be well-versed in the field of their project, a good software project leader is not necessarily a good business project leader
Must avoid making basic mistakes, which can undermine the team's trust in their leader
Laura Taylor's
Emotional intelligence
Capability to recognize the emotions of others, and interact with them accordingly
Monitors his own emotions and manages negative emotions to have a minimal impact on others
Creates a positive team atmosphere by exibiting positive emotions and encouraging positivity within the team
Creates a positive environment when negotiating with project shareholders, and adopts a "win-win mentality"
Insightful communication
Combines in-depth knowledge with political and interpersonal sensitivity to formulate an effective, in-depth strategy for communication with shareholders to motivate and engage them within the project
Flexible approach to leadership
Understands that leadership approaches are not "one size fits all" and should be adapted based upon what is optimal for the team members and situation
A good knowledge of the abilities and limits of the team members under his leadership, builds trust, and facilites a team culture
Facilities an open and supportive culture to ensure team members are comfortable seeking support when struggling
Shares autonomy, power and decision making appropriately
Utilizes goal-setting techniques to efficiently allocate team members to project tasks
Openness to experience and emotional resilience.
Unfazed by project setbacks, and remains collected under stressful situations
Holds the capability to learn from his experiences, positive and negative, and helps the project team learn how to not repeat mistakes from their experiences, and his own past experiences
Good understanding of people processes
Anticipation and identification of various
processes, ex: resistance to change
Planning of measures to manage people processes to ensure morale remains positive and the project remains on-time
Knowledge of team dynamics, and plans harmonious teams by ensuring members have symbiotic personalities
Ensures team cohesion through constant monitoring of team processes and task deliveries
Engages stakeholders and establishes "psychological buy-in" to guarantee meaningful stakeholder attachment
Sources:
http://projectmanager.com.au/top-10-characteristics-of-a-great-project-manager/
https://www.projectsmart.co.uk/top-10-qualities-project-manager.php
https://www.knowledgehut.com/blog/project-management/10-characteristics-of-a-good-project-manager