Assignment Sample on Leadership in Project Management
1. Introduction
The aim of the study is to deliver a clear understanding of the importance of leaders in project management. A successful project manager gets hold of both effective leadership skills and tough management skills. Managing projects often turn up to be a hectic job that needs to be taken care of utilizing proper skills like swift decision-making abilities, proper planning, and management according to the project requirements. According to the latest fourth edition of “A Guide To The Project Management Body of Knowledge”, project managing is the proper application of knowledge, techniques, tools, and skills to meet the project requirements.
A leader in project management plays the most important role as he has got the sole responsibility to make the proper decision, plan and handle the managers in an effective way (Aldulaimi and Abdeldayem, 2019). The leader always has to be ready to face any kind of challenge and must possess the ability to solve it out immediately. Both practical and theoretical knowledge is a necessity in order to lead a project effectively. It is also the responsibility of a leader to motivate his team and cultivate flexibility and effective communications among his team members in order to gain an overall satisfying outcome (Betancourt et al. 2017).
2. Review of references
| AUTHORS NAME | IDENTIFICATION OF THEMES AND SUMMARY | COMMENTS |
| Aldulaimi and Abdeldayem, 2019 | This paper is all about how sustainability in higher education in Bahrain is acquired by doing some changes in leadership behaviour and management. The prevailing literature explains how management in academic groups deals with knowledgeable and experienced people which might affect later in the process of change effectively. From another point of view, it elaborates how leadership behaviour gradually becomes crucial to achieve sustainability. | This study provides an observation of a fruitful experience in changing management that aims to reform and develop the education system in a developing country by implementing organizational change initiatives. Additionally, it also suggests that a leader of change should have gone through all 3 dimensions of leadership behaviours which are a challenge, relation, and change. |
| Betancourt et al. 2017 | This research is all about making some changes in organizational management and health equity as well from the perspective of inequality in leadership programs. Leaders from healthcare organizations need to improve quality and equity value by addressing the disparities in a diverse population. In order to fulfil this need, the Disparities Leadership Program was launched by Massachusetts General Hospital in 2007, which trains leaders from various healthcare organizations to improve qualities and eliminate ethnic and racial disparities in healthcare. | This article provides 9 years of facultative analytical data that was collected from leadership program participants. Leaders need to consider the disparities as sustainable growth in order to become a successful healthcare organization. |
| Coban et al. 2019 | This article speaks about how management capacity is manipulated by the top managers and their strategic leadership abilities at the ministry of national education (MoNE). The relationship between strategic leadership levels of top MoNE managers is identified and their capacity to change the management of the organization. It also states about changing organizational management, how to develop and implement strategic leadership, and finally transforming it for the better. | It has been found that the top managing directors of MoNE are not technical managers. According to the employees, top managers should conceptual roles, interpersonal roles, and also the role of decision-making in order to fix the changing process effectively. |
| Ford et al. 2021 | This study suggests how the leadership role affects the implementation of change elaborated using various sources, functions, and requisite variety. It helps broaden the vision of how meaningful impacts can be made in order to change organizational behaviour. A general framework on how a leader can work on the implementation of change is provided here in this article. | It is provided with the knowledge that simply maintaining interpersonal behaviour is not enough for a leader in order to implement an organizational change. Rather it has been suggested for a leader to do a detailed inspection on tasks, incredible team management, and also maintaining a satisfying outcome evaluates the leadership effectiveness. |
| Galli et al. 2017 | This study is all about the change management impacts described by the six-sigma leadership method which includes ‘Define'(D), ‘Measure'(M), ‘Analyze'(A), ‘Improve'(I) and ‘Control'(C) analyzing techniques. This article is based on an experiment performed using the DMAIC structure. At each stage, data were collected along with other factors to analyze and identify correlations. | In this experiment, data are collected at each stage and processed for further analysis to determine the relationship and how it affects change management. This study also finds out the degree of complexity in change management in order to choose the appropriate quality of the leader. |
| Holmes, 2017 | This book is named Challenging Leadership Stereotypes Through Discourse, talking about power, management, and gender. A reader can taste a wide range of different contexts of leadership. The author undergoes many domains to discuss the different aspects of leadership. Different kinds of data have been analyzed theoretically and methodically to have a brief idea about a leader and what he actually does as well as his responsibilities in detail. | Challenging the stereotype, this article reveals the feminine often as powerful political leaders. Thus the article successfully defeats the antiquated perception of masculine stereotypes in almost every aspect of life. |
| Kitsios and Kamariotou, 2017 | This article is about the case of middle manager leadership in Greece. This study report has been made by collecting the survey data from around 150 executives. A brief idea about the business environment in Greece can be found through this study and several management processes as well. This case study also highlights why the public sectors are facing difficulties in the case of development. | This case study helps to understand the fundamental defects in public sectors and suggests a few ways out regarding this issue. Lack of management support, not having a clear vision, proper training and commitment have been mentioned in the article as the major issues. |
| Liphadzi et al. 2017 | In this article, the difference between leadership and management is well portrayed using a theoretical perspective. This literature reveals that social influences are partially responsible for a leader to set up a particular purpose or vision to change. On the other hand organizational goals and processes are met by the management associates. | The information provided in this article helps to understand the management and leadership roles differently. Leadership is described as a subclass of management here. It also states both roles differently. Leaders are responsible for directed visioning and cultivate motivation within the team whereas, management is solely responsible for following the vision and work accordingly. |
| Mansaray, 2019 | In this document, a literature view has been presented describing the importance of leadership style in order to change organizational management. In order to meet an organizational goal, the leader has to guide his team throughout the path, and thus an overall change is made that also affects the prevailing competitive market. | In this article, the leaders have been characterized as supporters of change. In order to choose the best-suited leadership style for an organization, the author suggests all possible styles to be tested. There are several styles that have been mentioned are as follows,
‘Authoritarian leadership’, ‘Transformational leadership’, ‘Transactional leadership’ and so on. |
| Neves et al. 2018 | Ethical leadership is right on the focus of this paper. The authors suggested a reduction in intentions in order to change the future in this article. HR practices that are commitment-based have been suggested for application following ethical leadership strategy. This is basically based on a case study of 191 employees from multiple organizations. The surveys were held twice with a four-week lag in between. | This experimental study sheds light on commitment-based HR practices in order to resist future change. The ethical approach towards leadership can be observed here. In order to develop the change, a long-term, humanistic HR strategy has been proposed to follow. |
| Schmidt et al. 2017 | This article is based on a cut-back strategy in order to make a change in management. Keeping the financial crisis in mind, cutbacks in many organizations have already been implemented. Thus the managerial change is being brought into shape. Successful organizations that have implemented this method have improved their performance and also increased fiscal health. | This article proposes a framework supporting cutback management in order to increase productivity or gain financial health within an organization. This method conflicts with the employee will and this makes it harder for the managers to make such decisions to implement within an organization. As a result, most organizations find it challenging. |
| Van Wart et al. 2017 | This article is all about an administrative theory regarding leadership. Digitalization has become globally so important that ‘Harvard business review’ has put Information and communication technology (ICT) in the seventh position stating it one of the most prized skills ever. Global digitalization has developed digital skillsets for leaders to adopt, making it easier for them to do their work digitally. | In this article, the author described how digitalization affected organizations globally and how several digital skill sets are now being adopted by officials. The author also suggested this article be examined further in order to gain future recommendations. |
Table 1: Review of literature
(Source: Coban et al. 2019)
3. Conclusion
It can be concluded that a leader is always responsible for directing a project by meeting its requirements. Experiences, as well as proper skills talk in order to be leading a whole team. A project-based firm has got multiple things to be accomplished at a single time that requires the right guide. Therefore, without the proper guidance, the team will collapse in no time.
A leader is always solely responsible to make proper decisions were to lead his team, doing the proper planning to accomplish the project in time, and also handle the managers instructing effectively (Coban et al. 2019). Furthermore, a leader has many other secondary responsibilities to take care of. According to the model of Susanne Madsen, a leadership role can be understood using a two-dimensional quadrant. The horizontal axis is represented as ‘task’ and the ‘people‘, on the other hand, the vertical axis speaks of the ‘proactive versus reactive nature’ of the leader. This model provides us the following results,
Reactive people-Leadership: Here it represents for the leader basically to focus on its people and thus people-oriented problems are solved. Resource-related issues and interpersonal conflicts are resolved in this scenario (Kitsios and Kamariotou, 2017).
Reactive task-management: Here the leader is focused on the tasks being performed by the team. Such issues can be similar to resolving urgent task-related issues or any coincidental phenomena. Development in task assurance can make effective business process and balancing of equity can be possible with high evaluation. As a result, development in business category is totally depending on leaders and their aspects of change management for project.
Proactive people-leadership: In this scenario, the leader tends to be focused on the people again and relationship management among the team members is fixed (Holmes, 2017). Moreover, empowering and motivating the team are also included here and also the team is directed to move forward with the vision provided by the leader.
Proactive task-management: The leader now focuses on the to-dos again and risks are measured and instructed to manage accordingly here in this section. Furthermore, planning and defining work breakdown structure and the quality of the overall work done is reassured (Galli et al. 2017). Finally, it can be concluded that positive results need to be fetched at each scenario in order to lead a whole team being a leader.
References
Aldulaimi, S.H. and Abdeldayem, M.M., 2019. How Changes In Leadership Behaviour And Management Influence Sustainable Higher Education In Bahrain. International Journal of Scientific and Technology Research, 8(11), pp.1826-1934. Available at https://www.researchgate.net/profile/Saeed_Aldulaimi/publication/338117912_How_Changes_In_Leadership_Behaviour_And_Management_Influence_Sustainable_Higher_Education_In_Bahrain/links/5e00a6534585159aa4930e24/How-Changes-In-Leadership-Behaviour-And-Management-Influence-Sustainable-Higher-Education-In-Bahrain.pdf
Betancourt, J.R., Tan-McGrory, A., Kenst, K.S., Phan, T.H. and Lopez, L., 2017. Organizational change management for health equity: perspectives from the disparities leadership program. Health Affairs, 36(6), pp.1095-1101. Available at https://www.healthaffairs.org/doi/pdf/10.1377/hlthaff.2017.0022
Coban, O., Ozdemir, S. and Pisapia, J., 2019. Top managers’ organizational change management capacity and their strategic leadership levels at Ministry of National Education (MoNE). Eurasian Journal of Educational Research, 19(81), pp.129-146. Available at https://dergipark.org.tr/en/download/article-file/728834
Ford, J., Ford, L. and Polin, B., 2021. Leadership in the implementation of change: Functions, sources, and requisite variety. Journal of Change Management, 21(1), pp.87-119. Available at https://www.tandfonline.com/doi/pdf/10.1080/14697017.2021.1861697
Galli, B.J., Kaviani, M.A. and Margulis, C.S., 2017. Impacts of change management on Six Sigma team leadership style. Middle East Journal of Management, 4(4), pp.267-282. Available at https://www.researchgate.net/profile/Mohamad_Kaviani/publication/320478130_Impacts_of_change_management_on_Six_Sigma_team_leadership_style/links/5b0ce2704585157f871ccc5d/Impacts-of-change-management-on-Six-Sigma-team-leadership-style.pdf
Holmes, J., 2017. Leadership and change management: Examining gender, cultural and ‘hero leader’stereotypes. In Challenging leadership stereotypes through discourse (pp. 15-43). Springer, Singapore. Available at https://ndl.ethernet.edu.et/bitstream/123456789/40215/1/118.Cornelia%20Ilie.pdf#page=26
Kitsios, F. and Kamariotou, M., 2017. Strategic Change Management in Public Sector Transformation: The Case of Middle Manager Leadership in Greece. In Proceedings of BAM Conference 2017 (pp. 73-78). Available at https://www.researchgate.net/profile/Fotis_Kitsios/publication/320958889_Strategic_Change_Management_in_Public_Sector_Transformation_The_Case_of_Middle_Manager_Leadership_in_Greece/links/5a1ffe81458515341c83805b/Strategic-Change-Management-in-Public-Sector-Transformation-The-Case-of-Middle-Manager-Leadership-in-Greece.pdf
Liphadzi, M., Aigbavboa, C.O. and Thwala, W.D., 2017. A theoretical perspective on the difference between leadership and management. Procedia engineering, 196, pp.478-482. Available at https://www.sciencedirect.com/science/article/pii/S1877705817331004/pdf?md5=ea0f35be104490159d8abaafa15d5af8&pid=1-s2.0-S1877705817331004-main.pdf
Mansaray, H.E., 2019. The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), pp.18-31. Available at https://www.researchgate.net/profile/Hassan_Mansaray/publication/334486140_The_Role_of_Leadership_Style_in_Organisational_Change_Management_A_Literature_Review/links/5e305b90458515072d6a8f5d/The-Role-of-Leadership-Style-in-Organisational-Change-Management-A-Literature-Review.pdf
Neves, P., Almeida, P. and Velez, M.J., 2018. Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership. Human Resource Management, 57(1), pp.249-261. Available at https://run.unl.pt/bitstream/10362/32687/1/Reducing_intentions_to_resist_future_change.pdf
Schmidt, E., Groeneveld, S. and Van de Walle, S., 2017. A change management perspective on public sector cutback management: Towards a framework for analysis. Public Management Review, 19(10), pp.1538-1555. Available at https://www.tandfonline.com/doi/pdf/10.1080/14719037.2017.1296488
Van Wart, M., Roman, A., Wang, X. and Liu, C., 2017. Integrating ICT adoption issues into (e-) leadership theory. Telematics and Informatics, 34(5), pp.527-537. Available at https://www.researchgate.net/profile/Monty_Van_Wart/publication/259654854_Administrative_Leadership_Theory_A_Reassessment_After_10_Years/links/5ecbf36e299bf1c09adf43cb/Administrative-Leadership-Theory-A-Reassessment-After-10-Years.pdf
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