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business
project team leadership

Questions and Answers of Project Team Leadership

16. Are your employees trained to their maximum potential?
15. Do you delegate complete projects as opposed to individual tasks whenever possible?
14. Do you make it a habit to follow up on jobs you delegate?
13. Do you know the interests and goals of every person reporting to you?
12. Have you ever assigned a job to an employee primarily because it was distasteful to you?
11. Is there usually a big pile of work requiring your action when you return from an absence?
10. If you were incapacitated for an extended period of time, is there someone trained who could take your place?
9. Have you bypassed your employees by making decisions that were part of their jobs?
8. Do your employees feel they have sufficient authority over personnel, finances, facilities, and other resources for which they are responsible?
7. Do you spend more time working on details than you do on planning and supervising?
6. Does your operation function smoothly when you are absent?
5. Do your employees take initiative to solve problems without your direction?
4. Is your in-box usually full?
3. Do you feel you should be able to answer personally any question about any project in your area?
2. Do you often find yourself working while your employees are idle?
1. Do you spend more time than you should doing work your employees could do?
2. Delegation helps prepare employees for more difficult tasks and additional responsibility. Employees who are bored and underused come alive when important jobs are delegated to them.
1. Delegation gives the leader time to carry out important responsibilities in the areas of establishing direction, aligning resources, and energizing people.
2. Delegation helps prepare employees for more difficult tasks and additional responsibility. Employees who are bored and underused come alive when important jobs are delegated to them.• Know the
of establishing direction, aligning resources, and energizing people.
• Deal effectively with different types of people.1. Delegation gives the leader time to carry out important responsibilities in the areas
• Understand the importance of person–position fit based on personality types and job families.
• Know the types of skills needed at each level of management.
• Know how to give orders.
• Know the rules for effective delegation.
• Multiply personal effectiveness by delegating authority.
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 single most important idea you have learned in Part Six?
1. Why is Cirque du Soleil successful throughout the world? Why does the product transcend cultural differences between countries?
■ Discuss gender diversity in the workplace, including the increasing numbers of women in the workforce and in leadership positions. If you have ever had an opposite-sex leader, discuss the pros
■ What experiences have you had in dealing with diversity? Have you ever witnessed firsthand the harmful effects of intolerance and discrimination?
■ In the 1990s, South Africa experienced tremendous societal and governmental change without the level of violence that many anticipated. Efforts at reconciliation and building consensus were
■ Discuss the role of leaders in the U.S. Civil War in the context of position, power, and social influence. Examples are Lincoln, Davis, Lee, Grant, and Joshua Lawrence Chamberlain.
■ Consider the elements of the art of persuasion in the leadership process. Evaluate yourself in the areas of understanding others, using words effectively, and dealing with conflict. Which areas
■ How important is emotional intelligence for leadership success? Do you know a leader who is a master at understanding and dealing with people?
■ Discuss what a company should do to meet employee needs for (a) survival,(b) security, (c) belonging, (d) respect, and (e) fulfillment. What policies and practices would you recommend?
■ What motivational needs do you feel in the workplace? Does your job allow the satisfaction of your motivational needs?
■ Communicate. Clearly communicate expectations, ask questions to increase understanding, and show respect through listening; develop communication across cultural and language differences; provide
■ Value diversity. View diversity as an asset; understand diverse cultural practices;facilitate integration among people; help others identify their needs and options to be productive contributors.
■ Develop people. Provide opportunities for growth, and then model and coach desired behaviors; delegate responsibility to those who have the ability to do the work; individualize training and
■ Empower others. Share power and information, solicit input, and reward people on the basis of performance, without regard to race, gender, age, personality, job classification, and so on;
■ Double standards. Women may have to be more competent than men to be accepted by the dominant group. This double standard can be seen when mistakes made by males are tolerated, but mistakes made
■ Demands of parenthood. In the majority of families, women are the first line of defense in raising children. When the school calls or a child is ill, it is usually the mother who responds. Women
■ Women’s ghettos and the feminization of jobs on the corporate staff. Some women accept or are shunted into staff jobs that are difficult to exchange for line jobs, where salaries and
■ Closed corporate culture. Many women who enter the executive suite do so by modeling established behavior patterns and management customs. Those who do not conform find that the alternative is to
■ Lack of opportunity followed by disillusionment. In a national poll of middlemanagement women, 71 percent reported not having the same chances for promotion to top executive jobs as their male
■ Lack of encouragement. Women are often ignored in the grooming of executives for senior-level jobs. Men are more often moved around and cross-trained within the company to learn about different
■ Mental toughness. Senior-level women are seen as tenacious, demanding, and willing to make difficult decisions.
■ Career courage. Successful women leaders have demonstrated courage to take risks, such as taking on huge responsibilities.
■ A passion for success. Senior-level women have been determined to succeed. They worked hard, seized responsibility, and achieved their objectives.v■ Outstanding people skills. Successful women
■ A superior track record. Held to high standards, executive-level women have usually managed effectively and have developed an excellent record of performance.
■ Help from above. Women in high levels of leadership have typically received the support of influential mentors.
■ Talk openly about diversity issues, respect all points of view, and work cooperatively to solve problems.
■ Develop mentoring and partnering programs that cross traditional social and cultural boundaries.
■ Evaluate official rules, policies, and procedures of the organization to be sure all employees are treated fairly.
■ Pay attention to company publications such as employee newsletters. Do they reflect the diversity of ideas, cultures, and perspectives present in the organization?
■ Implement training programs that focus on diversity in the workplace—programs designed to develop a greater awareness and respect for differences.
■ Form a group to address issues of diversity. Invite members who represent a variety of backgrounds.
■ Show sensitivity in the physical work environment. Display artwork and literature representing a variety of cultures, and make structural changes to ensure accessibility.
■ Look for opportunities to develop employees from diverse backgrounds and prepare them for positions of responsibility. Tell them about the options in their present careers, as well as other
■ Develop strategies to increase the flow of applicants from a variety of backgrounds.For example, if you commonly recruit students from college campuses, ensure that the student populations
■ Include employees from a variety of backgrounds in decision-making and problemsolving processes. Use differences as a way of gaining a broader range of ideas and perspectives.
■ When dealing with people, try to keep in mind how you would feel if your positions were reversed.
■ Include people who are different from you in social conversations, and invite them to be part of informal work-related activities, such as going to lunch or attending company social events.
■ Continually examine your thoughts and language for unexamined assumptions and stereotypical responses.
■ Learn about other cultures and their values through travel, books, and films, and by attending local cultural events and celebrations.
■ Learn about the contributions of older people and people with visual, hearing, or other impairments. Consider how their contributions have helped us all.
■ Make a list of heroes in music, sports, theater, politics, business, science, and so forth. Examine your list for its diversity.
■ Participate in educational programs that focus on learning about and valuing different cultures, races, religions, ethnic backgrounds, and political ideologies.
■ Try to understand each person as an individual, rather than seeing the person as a representative of a group.
■ Think about how it feels to be different by remembering times when you felt that you were in the minority. Examine how you felt and the impact on your behavior.
■ Connect with and value your own culture. Assess how your background translates into your own lifestyle, values, and views.
■ Valuing diversity provides strength and a positive advantage for organizations operating in multicultural environments.
■ Every person should model and reinforce an essentially democ1. Top management’s personal involvement.2. Targeted recruitment.3. Internal advocacy groups.4. Emphasis on Equal Employment
■ All people should be treated with respect and dignity—we must have an eyes-level approach rather than an eyes-up or eyes-down approach in our dealings with people, regardless of social status.
■ If people want to resolve the conflict, it helps to reframe the problem. Reframing can be done by having each person see things from the other person’s point of view. See things from the
■ An important issue to address is, Do all parties want to resolve the conflict, and will all sides try with goodwill to settle their differences? If the answer is no, the best course is to agree
■ Dealing with conflict effectively is rarely about who is right and who is wrong;it is more about what different people need and want. If everyone’s needs are satisfied reasonably and
■ We can view conflict as either a problem or an opportunity. We can dwell on the negative or accentuate the positive. By choosing optimism over pessimism, we can be energized by events and focused
■ Recognize that conflict is natural; indeed, nature uses conflict as an agent for change, creating beautiful beaches, canyons, and pearls.
I operate from an expectation of success rather than a fear of failure.
I usually don’t attribute setbacks to a personal flaw (mine or someone else’s).
Pursuing new information is my best bet for cutting down on uncertainty and finding ways to do things better.
I can change tactics quickly when circumstances change.
My impulses or distressing emotions don’t often get the best of me at work.
I seek fresh perspectives, even if that means trying something totally new.
Cutting through red tape and bending outdated rules are sometimes necessary.
Obstacles and setbacks may delay me a little, but they don’t stop me.
I pursue goals beyond what is required or expected of me in my current job.
I actively seek out opportunities to further the overall goals of the organization and enlist others to help me.
The values of my team—or of our division or department, or the company—influence my decisions and clarify the choices I make.
The company’s mission is something I understand and can identify with.
I readily make sacrifices to meet an important organizational goal.
I am always trying to learn how to improve my performance, including asking advice from people younger than I am.
I like to set challenging goals and take calculated risks to reach them.
I am results-oriented, with a strong drive to meet my objectives.
I can smoothly handle multiple demands and changing priorities.
I am good at generating new ideas.
I regularly seek out fresh ideas from a wide variety of sources.
I am organized and careful in my work.

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