Project Management Leadership Assessment: Case study of project leadership
Assignment Aim:
For you to better understand how leadership style and actions affects the expectations of and delivery of project success; to better understand the role of emotional intelligence in shaping team members' expectations; and to be able to develop an effective leadership style appropriate to deliver a successful project. This case assignment and associated reading concentrates upon actual project delivery leadership issues. These link to expectations stakeholder and team members have on perceived project success or failure.
Assignment Brief:
Using a project drawn from one your team member's own experience, describe and analyse Innovation and Initiative including achievement orientation, quality and accuracy doing differently and coping with different problem how leadership styles may have varied across project stages and between the project leader and team leaders.
Explain how this affected delivering project success, considering:
- To what extent did the most senior project leader influence teams through their chosen leadership style?
- To what extent did the project team members attempt to understand and respond to the team leader's expectations?
- To what extent did the team leader attempt to understand and respond to the project team members' expectations?
- To what extent did team members evidence commitment to the project?
- How did your observations compare with the literature? How could the project have been led more effectively?
Case study Topic: Peter Brown architect
Hawthorn
Peter was not only well regarded as a architectural designer but also doing project management the construction some of his own projects.
He had set up building makers pty Ltd to project manage some of his design projects. The projects included a large range music recording and radio studios and many hotel rebuilds, quality nightclubs and a variety of specialist large homes and small commercial building. So what values did Peter has a leader?
Peter was especially able to transform difficult project briefs in to successful project outcomes; his clear model in leadership was a transformative experience with all stakeholders.
His traits included
Strong communication with all stakeholders with difficult project schedules.
Empowering Managers and working teams to excel with difficult projects and timelines yet ensuing various stakeholders also were able to work effectively and be well rewarded as a successful team member.
High customer services with ongoing repeated business.
Furthermore his business was with ongoing relationship with valued clients.
Transformative leader
Project management skills supported
Strong project management theology utilizing simple plans and processes that worked well.
Scoping project and ensuing success with project deliverables
Removing and mitigating risk.
Ensuring quality standards were implemented reviewed during the project and completed on time Quality project handovers.
In reflection Peter had 4 significant leadership qualities
1. Transformative leader the ability to lead team members and stakeholders in difficult projects, develop others and provide leadership.
2. Innovation and Initiative including achievement orientation., quality and accuracy, doing differently and coping with different problems. - Yashwanth
3. Impact and influence, organization and relationship building
4. Cognitive thinking conceptual thinking and analytical thinking
Length: 700 words (plus or minus 10%)
Minimum references: 5 academic journal articles (books not included)