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Analysing leadership approaches within a project environment


Task: Your report must contain examples of real-life project examples as well as references to the project management literature. Define and evaluate the key leadership approaches most commonly used and discuss their suitability in leading a project. Identify and discuss the skills and behaviours of effective project leaders and how these intersect with followers i.e. project team members. Critically appraise the sources of power and influence and how these might be employed within a project environment. Discuss the approaches to the establishment and development of teams and consider the particular challenges when delivering projects.



Viable authority is urgent to the progress of any venture, as it drives group execution and guarantees project objectives are met. This report examines various project management leadership strategies and evaluates their suitability for various projects. Project managers can determine the best leadership style for the particular requirements of their project by looking at the advantages and disadvantages of these methods.

This report will also look at effective project leaders' skills, actions, and interactions with project team members, in addition to leadership styles. Project managers can improve their leadership abilities and create a positive work environment that inspires team members to perform at their best by comprehending the essential skills needed for effective leadership (Clarke 2010).

Critical consideration will also be given to the sources of power and influence in project environments, with a focus on how project leaders can use these sources to ensure project success. With this knowledge, project managers can use power and influence to motivate their teams, resolve disagreements, and ensure that project objectives are met.

2. Key Leadership Approaches in Project Management

2.1 Transformational Leadership

Transformational leaders rouse and inspire their colleagues to accomplish their maximum capacity and surpass assumptions. According Turner et al (2019), they are visionary, charismatic, and capable of cultivating a strong sense of purpose within the project team. For example, Apple late Chief Steve Occupations many times referred to the act as an illustration of a ground-breaking chief. The creation of ground-breaking products like the iPhone was made possible by Jobs' capacity to motivate and inspire his team (Isaacson, 2011). This authority style is especially appropriate for projects that require development and flexibility.

2.2 Transactional Leadership

Transactional leaders motivate team members by focusing on clearly defined goals, roles, and responsibilities. When project success depends on strict adherence to procedures and deadlines, this strategy yields the best result. Transactional leadership, for instance, is a good option for ensuring that tasks are completed on time and within budget in the construction industry, where projects frequently involve tight deadlines and budgetary constraints (Ouakouak, Zaitouni & Arya, 2020)

2.3 Servant Leadership

Servant leaders put their team members' needs first, encourage teamwork, and create a supportive environment. Projects that require strong team cohesion and complex problem-solving are ideal candidates for this approach. Herb Kelleher, the former CEO of Southwest Airlines, is a notable example of servant leadership. According to Jean (2019), Kelleher's focus on employee well-being and the cultivation of a cooperative culture resulted in exceptional customer service and company performance.

2.4 Agile Leadership

Agile leaders embrace change, encourage collaboration, and advocate for continuous improvement. This approach is appropriate for projects portrayed by vulnerability, quickly evolving necessities, or developing advances. For instance, software product development frequently necessitates frequent iterations and modifications, making agile leadership an effective option for project management (Kragt & Guenter 2018).

3. Skills and Behaviours of Effective Project Leaders

3.1 Communication Skills

Clear correspondence is basic expertise for any task success. Successful project leaders can communicate in a way that resonates with their team members and provides them with clarity and direction. Making certain that each member of the team is aware of the project's objectives, expectations, and progress is one of the most crucial aspects of communication (Jean 2019). This requires simplifying difficult-to-understand concepts and jargon and making use of visuals and other aids to improve comprehension.

As mentioned in the example, Elon Musk is a prime example of a project leader who is skilled at communicating effectively. He is well-known for being able to convey scientific principles and intricate technical concepts to a wide audience. This is especially crucial when working on projects that involve cutting-edge technology or concepts that team members or stakeholders may not be familiar with.

Powerful relational abilities are additionally significant for guaranteeing that colleagues feel appreciated and esteemed (Islam, Tariq & Usman 2018). Team members should be encouraged to voice their ideas and concerns to project leaders, who should be approachable and receptive to feedback and suggestions. This can assist with building trust and joint effort inside the group, prompting a surer and more useful workplace.

Overall, project managers who want to ensure that their team members are on the same page and working toward the same objectives need to have good communication skills. By giving clear bearing, cultivating understanding, and empowering input, project pioneers can assist with guaranteeing the outcome of their undertakings (Bachman 2016).

3.2 Emotional Intelligence

Project leaders with high emotional intelligence can empathize with members of the team, control their own emotions, and successfully navigate interpersonal relationships within the project team. Project teams with emotionally intelligent leaders had higher levels of trust, collaboration, and overall performance, as per Islam, Tariq & Usman (2018) study

3.3 Decision-Making Skills

Successful navigation is urgent expertise for project managers as they should settle on difficult decisions in high-pressure circumstances (Burgan 2016). The best course of action for the project must be determined by project leaders who can weigh the benefits and drawbacks of various options. They must also think about what might happen if they make a mistake and be willing to change their minds if necessary. One viable way to deal with direction is to accumulate and dissect information to illuminate the dynamic cycle (Muhammed & Arar 2020). This information could emerge from different sources, for example, project the board programming, statistical surveying, client criticism, or contribution from colleagues. By social affairs and examining this information, project pioneers can pursue informed choices that depend on realities as opposed to suppositions.

The capacity to strike a balance between competing priorities is yet another essential part of making good decisions. The ability to prioritize tasks and make decisions that are in line with the project's goals and objectives is essential for project managers (Roy 2013). They must also think about how their choices will affect team members, stakeholders, and the budget and timeline of the project.

Effective project leaders must be able to confidently communicate their decisions to team members and stakeholders in addition to making well-informed decisions. They should make sense of the reasoning behind their choices and give a setting to help other people grasp the effect of the venture (Cohrs et al., 2020). At last, project pioneers should turn and adjust their choices assuming the circumstance calls for it. This necessitates adaptability and the capacity to alter one's course if necessary. Project leaders can make decisions that are responsive to changing circumstances and ultimately lead to project success by remaining open to new information and methods. Successful project leaders can adapt to changing conditions while remaining adaptable and open to new ideas and methods (Schlott 2012). For example, when the Coronavirus pandemic upset worldwide stockpile chains, project pioneers in different enterprises needed to rapidly adjust to remote work, virtual joint effort, and quickly changing economic situations For better project outcomes and the creation of a positive and productive work environment, these skills and behaviours must be integrated with members of the project team (Deegan 2009).

4. Sources of Power and Influence in Project Environments

Project leaders can influence team members by providing direction and sharing their insights with those who have extensive knowledge and expertise in their field (Cohrs et al., 2020). For instance, during the advancement of Boeing's 787 Dreamliner, project pioneer Mike Bair utilized his aptitude in airplane plan to direct his group through different specialized difficulties (Cohrs et al., 2020). Project leaders who are admired and respected by their team members can use their relationships to influence team behaviour and performance. Richard Branson, the organizer behind the Virgin Gathering, is known for his magnetic and receptive disposition, which has gained him the appreciation and adoration of his representatives (Cohrs 2017).

Project leaders with formal authority can use this power to make decisions, allocate resources, and enforce compliance (Cohrs et al., 2020). This authority is determined by the role or position that the project leader holds within the organization. According to Chapman, Johnson & Kilner (2014), project managers, for instance, frequently hold the authority to make decisions on behalf of their company to guarantee that project objectives are accomplished on time and within budget. Project leaders can use this power to motivate team members and influence their behaviour by controlling access to rewards like promotions, bonuses, or recognition (Chapman, Johnson & Kilner 2014). In numerous associations, project chiefs have the position to give rewards given individual and group execution, boosting colleagues to pursue project achievement (Cohrs et al., 2017).

5. Approaches to Team Establishment and Development

5.1 Team Formation:

The formation of a team is an essential step in project management because the project's success depends on the members' abilities and skills (Antonia et al., 2021). Team members must be carefully chosen by project leaders based on their abilities, experience, and compatibility with the project's objectives and culture (Young 2004). Gender, ethnicity, and other characteristics should all contribute to the team's diversity of knowledge and expertise. For the Apollo 11 mission, for instance, NASA put together a group of highly skilled engineers, scientists, and astronauts. The determination cycle depended on severe rules, like specialized aptitude, relational abilities, and the capacity to function admirably under tension (Tessema 2010). This guaranteed that the group had the vital abilities and information to accomplish the venture's objectives, and the colleagues were viable with one another's functioning style and character.

Project pioneers ought to likewise consider the group's size, which ought to be ideal to guarantee viable correspondence and cooperation (Kragt & Guenter 2018). A team that is too small may lack the necessary skills and expertise to complete the project, while a team that is too large may result in communication breakdowns and reduced accountability.

5.2 Team Development:

When the group is shaped, project leaders ought to zero in on group improvement to advance a cooperative and strong workplace. This can be accomplished through team-building activities, opportunities for professional development, and open channels of communication (Kragt, & Guenter 2018).

For instance, Mohamed Alabbar, who was in charge of the project when the Burj Khalifa was being built, put team-building exercises and training on cultural sensitivity at the top of his list of priorities to encourage cohesion and collaboration among the various members of the team. Because the project was carried out by a global group of professionals with diverse cultural backgrounds, it was essential to foster a shared understanding of and respect for cultural differences. Team-building activities like problem-solving exercises, outings, and joint training sessions-built trust and improved the team's ability to communicate and work together (Law 2012).

To make it easier for team members to share their knowledge and find solutions to problems, project leaders should also foster open lines of communication. They ought to give potential open doors to proficient development, like preparation projects, mentorship, and training, to upgrade the group's abilities and capacities (Jean 2019). By focusing on group improvement, project pioneers can construct areas of strength for a durable group that is roused to make project progress (Curtis 2018).

6. Conclusion

The success of a project is dependent on effective leadership. Project managers can effectively manage their teams and ensure the successful completion of projects by comprehending and utilizing the most appropriate leadership styles. Additionally, understanding the sources of power and influence within project environments and the skills and behaviours of effective project leaders can improve project outcomes. Last but not least, unique obstacles to project delivery can be overcome with a strategic approach to team formation and development, ultimately enhancing project success.

Initiative methodologies, for example, ground-breaking, conditional, worker, and dexterous initiatives, can be custom-made to the particular requirements of an undertaking. Project leaders can achieve maximum efficiency and project success by combining these approaches and adapting them to the project environment. The abilities and ways of behaving of viable undertaking pioneers, for example, relational abilities, the capacity to understand individuals on a deeper level, critical thinking abilities, and versatility, are pivotal for encouraging a positive and useful workspace.


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