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project team leadership

Questions and Answers of Project Team Leadership

■ Leadership influence that relies not on techniques of coercion, compromise, and bargaining, but on openness, honesty, and working through differences.
■ Mutual satisfaction of individual needs and group goals through effective interpersonal relationships between leaders and followers.
■ The practice of inclusion versus exclusion, based on democratic ideals; the active involvement of all concerned.
4. The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward
3. The motivation, potential for development, capacity for assuming responsibility, and the readiness to direct behavior toward organizational goals are all present in people. Management does not put
2. People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations.
1. Management is responsible for organizing the elements of productive enterprise—money, materials, equipment, people—in the interest of economic ends.
5. The average person is gullible, not very bright, and the ready dupe of the charlatan and the demagogue.
4. The average person is by nature resistant to change.
3. The average person is inherently self-centered and indifferent to organizational needs.
2. The average person lacks ambition, dislikes responsibility, and prefers to be led.
1. The average person is by nature indolent—working as little as possible.
3. Without this active intervention by management, people would be passive—even resistant—to organizational needs. They must therefore be persuaded, rewarded, punished, and controlled—their
2. With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, and modifying their behavior to fit the needs of the organization.
1. Management is responsible for organizing the elements of productive enterprise—money, materials, equipment, people—in the interest of economic ends.
■ Listen between the lines. People don’t put everything important into words. The changing tone and volume of the speaker’s voice may have meaning; so may facial expressions, hand and arm
■ Take a few helpful notes on major points. As an old saying goes, “The strongest memory is weaker than the palest ink.” Research shows that you will gain 20 percent more retention if you take
■ Weigh evidence by mentally questioning it. If facts, stories, and statistics are used, consider: Are they accurate? Am I getting the full picture? Is this person telling me only what will prove a
■ Mentally summarize what the speaker has been saying. What point, if any, has already been made?
■ Anticipate what the speaker is going to talk about on the basis of what has already been said. Ask: What is this person trying to get across?
■ If your partner has finished reading, begin the exercise.
■ Do not write your responses.
■ Complete the statements in the order they appear, first one person responding and then the other.
■ Each partner responds to each statement before continuing to the next statement.
■ Follow through. Do what you say you will do when you say you will do it. Keep promises.
■ Genuinely thank the person for speaking up. Explain why you are glad that he or she pointed out a shortcoming. For example, “ It gives me a chance to make things right,” or “It helps us
■ Reach closure. Don’t leave the person hanging. If you can’t solve the problem, find someone who can. Arrange a time and method for communicating the results.
■ Fully discuss possible solutions. Explain clearly what can and cannot be done.
■ Ask questions to fully understand the problem and to fully understand what the person wants. Don’t jump to conclusions about how the problem should be resolved.
■ Accept and acknowledge the person’s point of view. Show empathy. Consider how you would feel if you were in the other person’s shoes.
■ Listen patiently without interrupting. Don’t argue or become defensive; allow the person to vent emotions.
■ Keep cool, calm, and collected. A polite and friendly manner works best, even with the most irritated people. A phrase to remember is: Maintain grace under pressure.
■ Where do you stand? Personal history draws each of us toward some primary tendency that determines the general pattern of our relations with others. Small changes may occur to accommodate the
■ Human value. What is the basic value of human beings? This is a question as old as written history and probably as old as society itself. It stems from the debate as to whether people are ends in
■ Human nature. It makes a great deal of difference whether one views people in general as good or evil. If we assume that people are basically good, we can believe that misbehavior is a reactive
3. In his essay “Building Community,” John Gardner describes the modern workforce as composed of a varied mix of personalities and cultures, thus the necessity—and challenge—of building
2. To build superior work teams, people need greater competence in human relations skills. In the 1980s, the National Science Foundation reported that Japanese companies of the period were more
1. More people are employed in service occupations, where success depends on how well the customer is served. Writing in Liberation Management, Tom Peters states: “All business decisions hinge,
6. Room to grow—including development of new knowledge and skills.
5. Wholeness and meaning—including tasks of social and personal significance.
4. Mutual respect and support—including responsive listening and teamwork.
3. Feedback and learning—including evaluation and suggestions from users.
2. Opportunity for decision making—including task identity and autonomy.
1. Variety and challenge—including the use of different skills and talents.
■ An altered sense of time that usually seems to go faster
■ A sense of growth and being part of some greater endeavor as ego boundaries are transcended.
■ Supreme concentration on the task at hand as other concerns are temporarily suspended.
■ Immediate feedback on how well one is doing.
■ A clear and present purpose distinctly known.
10. Always be fair. Show respect, consideration, and support for all employees equally, but differentiate rewards based on performance. Reward good performers in a similar fashion, and nonperformers
9. Hold your fire. Say less than you think. Cultivate a pleasant tone of voice.How you say something is often more important than what you say. Most important, ask people, don’t tell them. Discuss,
8. Praise generously. Never let an opportunity pass to give a well-deserved compliment.Don’t forget to show appreciation for effort as well as accomplishments, and do so in writing whenever
7. Keep promises. When you make promises, keep them faithfully. One key to being an effective leader is credibility. Credibility is the formation of trust, and trust is an essential quality employees
6. Get out of the office. Visit frontline people with your eyes and ears open. Ask questions, understand their concerns, and gain their support. This has to be done often enough to show that you care
5. Show support. People want a leader they can trust in times of need and a person they can depend on to represent their interests. Care about your people and they will care about you. Mutual loyalty
4. Set the example. It is difficult to ask others to do something (for example, be at work on time—8:00 A.M.) if you, yourself, aren’t willing to do it.
3. Be enthusiastic. The atmosphere you create determines whether people will give their best efforts when you are not present. Why would they care if you do not?
2. Be understanding. Try to see things from the other person’s view. How can you appreciate what another person is going through if you have never been there or at least listened?
1. Be predictable. One good rule for leading people is: Be consistent. If you give praise for an act today and criticism for the same act tomorrow, the result will be confusion.
■ Relations with co-workers and practices of management probably would be less important to the inventor, who works alone, than to factory and office employees, who spend a significant amount of
■ Typically, wages and the opportunity for advancement are of primary importance to younger workers, while older employees are more interested in fringe benefits for their retirement years. All
■ The nature of the job itself may not be as important to the individual who views work as a temporary source of income while going to school as it is to the person in midcareer who foresees many
■ Interpersonal and group processes. Increase the amount and types of group interaction.
■ Information and feedback. Solicit and utilize direct feedback from users—clients, customers, other departments.
■ Task assignments. Assign whole tasks, including preparatory and finishing work.
■ Technical and physical aspects. Break long production and assembly lines into smaller work units.
■ Organizational structure. Reduce the number of hierarchical levels.
■ Training. Provide training and development for all employees.
■ Support services. Provide service on demand from technical support groups.
■ Job autonomy and discretion. Allow workers to determine their own work methods.
■ Pay and reward systems. Introduce a group bonus.
■ Effective time-management results in efficiency and smooth operations in the work setting.
■ Because people are influenced primarily by the example the leader sets, leaders must follow effective time management practices.
U. I set a good example for my people in the use of my time at work.1. If they did what I do, we’d be in trouble.2. I waste significant amounts of time.3. Sometimes yes, sometimes no.4. Usually.5.
■ Past a certain point, as emotionality increases, objectivity and the ability to make good judgments decrease.
■ Emotional stability in the leader can be an anchor of strength for others.
T. I have lost control of my emotions or faculties in the presence of my people.1. Often.2. Occasionally.3. Rarely.4. Almost never.5. Never.Rationale:
S. I have mastered both the job knowledge and technical skills of my work.1. I am totally out of my element.2. I need much improvement.3. I am OK.4. I am very good.5. I am excellent.Rationale:■ Job
■ Peter Drucker makes the point: Good leaders know how to tell; great leaders know how to ask.12
■ Participation leads to understanding; understanding leads to commitment; and commitment leads to loyalty.
■ Democracy is a political value taught in our society. It should come as no surprise when employees want to be involved in decisions that affect them.
R. I encourage my people to participate in decisions affecting them unless compelling reasons prevent it.1. Rarely.2. Sometimes.3. Usually.4. Almost always.5. Always.Rationale:
■ One of the best ways to keep communication lines open is to be available. The simple act of placing your office in a position near the lobby, parking lot, or hall is a timetested way to stay
■ Ben Jonson’s words make the point well: “Very few men are wise by their own counsel;or learned by their own teaching. For he that was only taught by himself had a fool to be his
■ Important information and ideas may be lost unless two-way communication prevails.
■ Not listening shows disrespect, and people shut down when they do not feel respected.
Q. The last time I listened closely to a suggestion from my people was:1. I can’t remember.2. Two months ago.3. A month ago.4. Last week.5. Within the past two days.Rationale:
■ An appeal process is a defense against arbitrary and capricious treatment, and it meets the need for a sense of fairness.
■ Every rule must have an exception, and a review or appeal process can facilitate this.
■ Not all decisions are good ones, and some should be reversed.
■ Remember Harry Truman’s advice: “I want people around me who will tell me the truth as they see it. You cannot operate if you have people around you who put you on a pedestal and tell you
■ Good ideas can come from constructive disagreement.
■ People have the need to express themselves on emotional issues without fear of reprisal.
O. I encourage my people to express disagreement with my views, especially if I’m dealing in a controversial area.1. Never.2. Rarely.3. Sometimes.4. Fairly often.5. Always.Rationale:
be necessary or desirable.
■ People need to know the appropriate limits of behavior and guidelines for conduct.
■ People are more likely to follow a rule they help set.
■ Uncertainty about policies can lead to paralysis.N. The rules we live by are discussed and modified as needed.1. Rarely.2. Sometimes.3. Usually.4. Almost always.5. Always.Rationale:
■ The following story shows the importance of understanding why:The members of a crew on a submarine were about to take battle stations, and the ship’s Captain was worried about a young seaman
■ Not knowing the purpose of a policy or procedure can result in mistakes.

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