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business
project team leadership

Questions and Answers of Project Team Leadership

■ View work as a cooperative effort. Model and reinforce the idea that by working together, people accomplish more.
■ Decentralize decision making. Put responsibility for making decisions where the information is and as close to the customer as possible.
■ Recognize accomplishments. Symbolic rewards are extremely important. Show people that they are valued.
■ Invest in people. View people as the organization’s most important resource, which, if cultivated, will yield positive returns.
Trust in people. Assume they will work to implement organizational goals if given a chance.
■ Does the quality of product or quality of service need to be improved?
■ Are costs too high as a result of waste and inefficiency?
■ Is there a low level of pride?
■ Is there a lack of communication among individuals and groups?
■ Do people lack loyalty and team spirit?
■ Are absenteeism or turnover rates too high?
■ Stop talking. This is the first and last point, because all others depend on it. You cannot do a good job of listening while you are talking. As Shakespeare wrote,“Give thy thoughts no
■ Encourage clarification. When the speaker touches on a point you want to know more about, simply repeat the statement as a question. This technique will allow clarification and elaboration.
■ Ask questions. This response encourages the speaker and shows you are listening.It also helps develop additional points. Few actions demonstrate respect as much as asking others for their opinion.
■ Go easy on argument and criticism. Being judgmental puts the speaker on the defensive and may result in a blowup, or it may cause the person to shut down.Listen to understand, rather than to make
■ Hold your temper. An emotional person may misinterpret a message or may say something unintended. If you are angry, cool off before responding. Take a walk, or try counting to 10.
■ Be patient. Allow time. Don’t interrupt. Don’t walk toward the door or walk away while the other person is talking. Some people take longer than others to make a point.
■ Empathize with the person. Try to put yourself in the other person’s place to understand the speaker’s point of view.
■ Remove distractions. Don’t doodle on, tap, or shuffle papers. Shut down the computer. Hold telephone calls. Will it be quieter if you close the door?
■ Show the person that you want to listen. Look and act interested. Don’t read your mail while the other person is talking. Maintain eye contact.
■ Put the talker at ease. Help the other person feel free to talk. Provide a supportive environment or atmosphere. Sit or stand in a relaxed manner.
Stop talking. You cannot listen to others if you are talking. Shakespeare wrote,“Give every man thine ear, but few thy voice.”38 We each have two ears and one mouth, and we should use these in
8. Add the numbers assigned to statements 14 and 16. This is the charisma power score.________
7. Add the numbers assigned to statements 12 and 15. This is the rational power score.________
6. Add the numbers assigned to statements 11 and 13. This is the referent power score.________
5. Add the numbers assigned to statements 8 and 10. This is the expert power score.________
4. Add the numbers assigned to statements 6 and 9. This is the information power score.________
3. Add the numbers assigned to statements 5 and 7. This is the legitimate power score.________
2. Add the numbers assigned to statements 2 and 4. This is the coercive power score.________
1. Add the numbers assigned to statements 1 and 3. This is the reward power score.________
■ A basically human bias, one that accepts the inevitability of conflict between the organization and the individual, but that is willing to cope with and mediate this conflict on rational grounds.
■ An atmosphere that permits and even encourages emotional expression as well as task-oriented acts.
■ The idea that influence is based on technical competence and knowledge, rather than on the vagaries of personal whim or the prerogatives of power.
■ A reliance on consensus, rather than on traditional forms of coercion and compromise, to manage conflict.
Full and free communication, regardless of rank and power.
■ Support. Even in routine operations, when there is no emergency or strategic crisis, people benefit from support in the form of feedback. As a rule, they do not get enough of it. One can ask
■ Communication. The effective leader knows the value of communication. As long ago as 59 BC, Julius Caesar kept people up-to-date with handwritten sheets and posters distributed around Rome.
■ Access. People need to have access to their leaders, to be able to read their faces, to see recognition of their own existence reflected in their leaders’ eyes. Management by objectives and
• Improve performance through quality initiatives.
• Know the historical roots of the quality movement.
• Identify practical steps a leader can take to empower others and develop a high-performance workplace.
• Know the sources and types of leadership power.
• Understand leadership as a calling to serve.
• Describe the philosophy and practice of participative leadership.
2. How can you apply what you have learned? What will you do, with whom, where, when, and, most important, why?
1. What is the most important idea you have learned in Part Three?
2. How do values play an important role in attracting and retaining top employees?For more information, see www.patagonia.com/web/us/home.
1. What values are important at Patagonia?
1 percent of sales to grassroots environmental activists worldwide. Each group has its own budget for local activism. Patagonia employees serve on grant committees that fund proposals. Because of
■ One Percent for the Planet. In 1985, Patagonia started an “earth tax” and donates
■ Child Development Center. Started in 1985, the child care facility is one of the first of its kind and an integral component of the company. Children are part of the campus all day, every day.
■ Environmental Internship. After employees have completed a year, the company pays up to 60 days’ salary for each individual to intern for an environmental group.The only requirement is that
■ Let My People Surf. The philosophy of Yvon Chouinard, not only an accomplished climber but also a passionate surfer, is that you have to surf when the surf’s up. At Patagonia, workers set their
■ A committed person with a good heart and a good idea can make a difference in the world. Based on your values, what could you do to improve the lives of others?How can you engage and serve
■ Discuss organizations with differing ethical climates. What is it like to work in profit-maximizing, trusteeship, and qualify-of-life management organizations?
■ Develop a code of ethics for an organization. The code should be between one and five pages in length. Present and defend this code of ethics before an audience of interested people.
If you were the president of a company, what values would you promote? What values would guide you in dealing with people, products, prices, and profits?
■ What values are important to you? How strong is your value system? Do you exhibit full-swing values and courage of conviction in ethical dilemmas?
■ Discuss levels of morality in the workplace today. Give examples of leadership actions that are preconventional, conventional, and postconventional.
Cite examples of the influence of leadership on the ethical behavior of a work group, an organization, or a society. Use personal or historical examples.
2. Would you apply for a TFA job? What are the ethical implications of your answer?
1. How would you describe Wendy Kopp’s success based on what you have learned in this chapter?
6. Condoning unethical leadership practices.
5. Lack of clear procedures for handling ethical problems.
4. Consideration of ethics solely as a legal issue or public relations tool.
3. Unwillingness to take an ethical stand that may impose financial cost.
2. Failure to include ethical conduct as part of performance appraisal.
1. Failure to establish a written code of ethics.
■ Bernard Madoff is serving a 150-year prison sentence for his “Ponzi scheme”against investors.
■ Dennis Kozlowski, former CEO of Tyco, is serving an 8-year prison sentence for grand larceny and falsifying business records.88
■ John Rigas, former CEO of Aldelphia Communications, is serving a 12-year prison sentence for conspiracy and bank fraud.
■ Jeffrey Skilling, former CEO of Enron, is serving a 24-year prison sentence for securities fraud and insider trading.
Bernard Ebbers, former CEO of WorldCom, is serving a 25-year prison sentence for fraud and conspiracy.
4. Will it be beneficial to all concerned?
3. Will it build goodwill and better relationships?
2. Is it fair to all concerned?
1. Is it the truth?
■ They try to be the best at whatever they do. Their performance standards rise continually. Excellence in product and service is an organizationwide commitment and source of pride.
■ They are committed to learning, investing enormous resources and effort to remaining current and responsive to change. They view employee growth and development as a critical foundation of
■ They are dedicated to high and broad purposes. Profit is viewed as an essential means to a higher end—human service and quality of life.
They try to satisfy all their constituencies—customers, employees, owners, suppliers, dealers, communities, and governments. They subscribe to the utilitarian ideal—the greatest good for the
■ Have operating policies, programs, and resources in place to implement our environmental quality policy.83
■ Ensure every employee understands and is responsible and accountable for incorporating environmental quality considerations in daily business activities.
■ Provide our consumers, customers, employees, communities, public interest groups, and others with relevant and appropriate factual information about the environmental quality of P&G products,
■ Continually assess our environmental technology and programs, and monitor programs toward environmental goals.
■ Meet or exceed the requirements of all environmental laws and regulations.
■ Reduce or prevent the environmental impact of our products and packaging in their design, manufacture, distribution, use, and disposal whenever possible.
Ensure our products, packaging, and operations are safe for our employees, consumers, and the environment.
■ Community and environmental relations. What are the effects of the organization on its social and physical environment?
■ Consumer relations. How does the organization price and advertise its products and services?
■ Production. What are the standards of quality for the organization’s products and services?
■ Business relations. How does the organization deal with suppliers and competitors?
■ Employee relations. How does the organization deal with employee welfare and grievances?
Government relations. How does the organization pay its taxes and obey national and international law?
3. Are you living your life in line with your values? Do your work, community, and personal life conditions support your value system?
2. How competitive and cooperative were you during the values auction? Does this suggest a need to be more aggressive if you are going to achieve what is important to you? Does this indicate a need
1. What values did you win that are truly important to you? What values did you miss?
6. Begin the auction.
5. The auctioneer’s task is to collect the highest number of tokens possible in the course of the auction. After the auction has begun, no further questions will be answered by the auctioneer.
4. You may elect to pool your resources with other group members in order to purchase a particularly high-priced value. This means that two, three, four, or more people may extend a bid for any one

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