Student Version

CHAPTER TEN

Leadership:
Being an Effective
Project Manager

McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All
rights reserved.
 Managing
Managing versus
versus Leading
Leading aa Project
Project
• Managing • Leading
– Formulate plans and – Recognize the need to
objectives change to keep the project
– Monitor results on track
– Take corrective action – Initiate change
– Expedite activities – Provide direction and
motivation
– Solve technical problems
– Innovate and adapt as
– Serve as peacemaker
necessary
– Make tradeoffs among time,
– Integrate assigned
costs, and project scope
resources
– Assigning task to correct
– Develop correct resource
resource
– Reward & Penalty Sharing

10–2
 Managing
Managing Project
Project Stakeholders
Stakeholders

– You can’t do it all and get it all done

• Projects usually involve a vast web of relationships.
– Hands-on work is not the same as leading.
• More pressure and more involvement can reduce
your effectiveness as a leader.
– What’s important to you likely isn’t as important
to someone else
• Different groups have different stakes (responsibilities,
agendas, and priorities) in the outcome of a project.
– Remember: project management is tough, exciting,
and rewarding

10–3
 Influence
Influence as
as Exchange
Exchange
• The Law of Reciprocity
– One good deed deserves another, and
likewise, one bad deed deserves another.
• Something for Something
– Mutual exchanges of resources and services
(“back-scratching”) build relationships.
• Influence “Currencies”
– Cooperative relationships are built on the exchange
of organizational “currencies” (favors).

10–4
 Commonly
Commonly Traded
Traded Organizational
Organizational Currencies
Currencies

Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or
aiding implementation.
Information Providing organizational as well as technical knowledge.

Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant
others in the organization.
Network/ Providing opportunities for linking with others.
contacts

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority TABLE 10.1
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
10–5
 Organizational
Organizational Currencies
Currencies (cont’d)
(cont’d)

Inspiration-related currencies
Vision Being involved in a task that has larger significance
for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority TABLE 10.1 (cont’d)
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
10–6
 Social
Social Network
Network Building
Building
• Mapping Dependencies
– Project team perspective:
• Whose cooperation will we need?
• Whose agreement or approval will we need?
• Whose opposition would keep us
from accomplishing the project?
– Stakeholders’ perspective:
• What differences exist between the team
and those on whom the team will depend?
• How do the stakeholders view the project?
• What is the status of our relationships with the stakeholders?
• What sources of influence does the team have relative
to the stakeholders?

10–7
 Management
Management by
by Wandering
Wandering Around
Around
• Management by Wandering Around (MBWA)
– Involves managers spending the majority of their time
in face-to-face interactions with employees building
cooperative relationships.
• Characteristics of Effective Project Managers
– Initiate contact with key players.
– Anticipate potential problems.
– Provide encouragement.
– Reinforce the objectives and vision of the project.
– Intervene to resolve conflicts and prevent stalemates.

10–8
 Managing
Managing Upward
Upward Relations
Relations
• Project Success = Top Management Support
– Appropriate budgets
– Responsiveness to unexpected needs
– A clear signal to the organization of the importance
of cooperation
• Motivating the Project Team
– Influence top management in favor of the team:
• Filter unreasonable demands
• Provide additional resources
• Recognize the accomplishments of team members

10–9
 Ethics
Ethics and
and Project
Project Management
Management
• Ethical Dilemmas
– Situations where it is difficult to determine
whether conduct is right or wrong:
• Padding of cost and time estimations
• Exaggerating pay-offs of project proposals
• Falsely assuring customers that everything is on track
• Being pressured to alter status reports
• Falsifying cost accounts
• Compromising safety standards to accelerate progress
• Approving unappropriated work
• Professional standards and personal integrity

10–10
 Contradictions
Contradictions of
of Project
Project Management
Management
• Innovate and maintain stability.
• See the big picture while getting
your hands dirty.
• Encourage individuals but stress
the team.
• Flexible but firm.
• Team versus organizational
loyalties.
• Empowerment & Accountability

10–11
 Qualities
Qualities of
of an
an Effective
Effective Project
Project Manager
Manager
1. Systems thinker
2. Personal integrity
3. Proactive
4. High emotional intelligence (EQ).
5. General business perspective
6. Effective time management
7. Skillful politician
8. Optimist

10–12
 Suggestions
Suggestions for
for Project
Project Managers
Managers
• Build relationships
before you need them.
• Trust is sustained
through frequent
face-to-face contact.
• Realize that “what
goes around comes
around.”

10–13
 Key
Key Terms
Terms

Emotional intelligence (EQ) Proactive

Management by wandering Social network building
around (MBWA) Stakeholder
Inspiration-related currencies Systems thinking
Personal-related currencies Law of reciprocity
Position-related currencies Leading by example
Task-related currencies
Relationship-related
currencies

10–14