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CHAPTER 10 (Leading the Project Team) - Coggle Diagram
CHAPTER 10 (Leading the Project Team)
Concept of emotional intelligence
Emotional intelligence is the ability to understand and manage our relationships and ourselves better.
For example, as a leader you may follow a democratic style of leadership when things are going smoothly on a project, but may use a more coercive style when things don’t go according to plan.
Emotional intelligence includes four capabilities
4) Social skills
This requires a set of skills to inspire, influence, communicate, facilitate the resolution of conflicts, as well as develop cooperation and relationships with others.
3) Social awareness
Social-awareness is about having an increased awareness of other people as well as how the project fits within a larger system like the organization or industry.
2) Self-management
By having a greater self-awareness, you can begin to understand your impulses and negative emotions so that you can better keep them in check.
This allows for maintaining a higher level of honesty and integrity, as well as the ability to adapt to new
situations, overcoming challenges.
1) Self-awareness
As a leader you should be aware of your emotions and understand how your emotions can affect people around you.
Five practices of Exemplary Leadership
1) Model The Way
Modeling the way sets an example of what the leader expects from others and gives the leader the right to lead others
2) Inspire a Vision
Exemplary leaders have an exciting vision or dream that acts as a force to ignite a passion for what the future could be
Example: inventing the future
3) Challenge the Process
Exemplary leaders venture out and accept challenges
Most leaders do not create, develop, or come up with new products, services, or processes but they are often good listeners who recognize good ideas, support those ideas, and then challenge the process to make those ideas happen
4) Enable Others to Act
Leaders must get others to act by encouraging collaboration and building trust among the project stakeholders
Leaders should give power away, not hang on to it
5) Encourage the Heart
Exemplary leaders rally others to carry on by encouraging the heart
The leaders should show appreciation for people’s contributions and create a culture to recognize accomplishments
Ethics
A set of moral principles and values
Trevino and Nelson define ethics as the principles, norms, and standards of conduct that guide individuals and groups.
Ethical Leadership
A moral leader, on the other hand, is an individual who defines the right set of values and sends out the right message to shape an ethical culture.
As Shriberg, Shriberg, and Kumari suggest, a leader can fall into one of the following categories :
1) Unethical leadership
2) Hypocritical leadership
3) Ethically neutral leadership
4) Ethical leadership
Six Leadership Styles
The Coercive Style
The Authoritative Style
The Affiliative Style
The Democratic Style
The Pace Setting Style
The Coaching Style
Some Common Ethical Dilemmas in Projects
1) Human resource situations
Project leaders must ensure that qualified team members are recruited and retained.
Project leaders should create a project environment where people feel safe and appreciated so they do their best work
Key considerations should be fairness in terms of equity (only performance counts), reciprocity (expectations are understood and met), and impartiality (prejudice and bias are not factors)
2) Conflicts of interest
Includes such things as overt or subtle bribes or kickbacks as well as relationships that could question your impartiality
-Impartiality can come into question when personal and professional relationships overlap and a conflict of interest can occur
Trust is a key factor in personal and business relationships, and conflicts of interest can weaken trust if special favors are extended to only a special few
3) Confidence
Relationships with project stakeholders require maintaining a strong sense of confidence with respect to such issues as confidentiality, product safety or reliability, truth in advertising, and special fiduciary responsibilities to the client or other project stakeholders
4) Corporate resources
You are an agent or representative of your organization and your actions can be considered the actions of your organization
Company resources should only be used for business unless the organization has specific policies
Making Sound Ethical Decisions that can be applied in a project setting
1) Gather the fact
2) Define the ethical issue
3) Identify the affected stakeholders
4) Identify the consequences
5) Identify the obligations
6) Consider your character and integrity
7) Think creatively about potential actions
8) Check your intuition
Difference between a work group and a team.
Work Group
The work group is based on the traditional approach where a single leader is in control, makes most of the decisions, delegates to subordinates, and monitors the progress of the assigned tasks.
A work group can also include members who interact to share information, best practices, or ideas.
Real Teams
A small number of people with complementary skills who are committed to a common purpose,
performance goals, and approach for which they hold themselves mutually accountable. (Katzenbach and Smith)
There are several team basics that define a real team:
1) A small number of people
2) Complementary skills (Technical skills, Problem-Solving skills, Interpersonal skills)
3) Commitment to a common purpose and performance goals
4) Commitment to a common approach
5) Mutual accountability
The Challenge of International Projects
Number of locations
Currency exchange
Regulations and laws
Political instability
Attitude toward work and time
Religion
Language
Food
Leadership
Centers on vision, change, and getting results that involve
setting direction, aligning people, and motivating their people