PROJ6006 Organisational Behaviour &

People Management
Lecture 2 – Building Foundations
Lecture to cover
– Leading – in Project Management
– Managing – in Project Management
– Inspiration and Power to Influence
Projects and Project Teams
Catherine Lewis– Senior Lecturer
catherine.lewis@laureate.edu.au

DESIGNED FOR YOU

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 Today’s Schedule

Group Assessment Selection

In-Class Discussion Assessment
Project Management in the Organisation
Leadership Authority and Power
PM Leadership Characteristics
Break
Attributes of Project Manager
Management Vs Leadership
Being a Leader
Questions
Finish Lecture
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 Group Selection

Arrange yourself into groups of 4

Preparation for Assessment 2B

Assign your group to your name on the attendance form

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 Module 1 Discussions – Part 1
Question:
Hand write a paragraph (included your name)
• Describing an experience as a member of a project team or other type of team where the
leader of the group demonstrated one or more of the types of power as described by
Shenoy.
• Explain why you believe your observation demonstrates the type of power you identify
it as. Was this individual's attempt to use power in this way effective?
• Explain. Also, how can a project manager use this type of power effectively to impact
the performance of the project team and / or improve the likelihood of project success?

Hand your main post to your Facilitator who will distribute them to
other class members

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 Module 1 Discussions – Part 2

Response:
Write a response to the post your were given, offering further
support or potential challenges to use of this type of power in a
Project Management capacity.

Get into a group and further critique and discuss the question
ready to present your findings to the class

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 Dynamics of Project Leadership

Perspective on Projects and Project Management

• Where do projects fit in the scheme of Business Management

• The changing global dynamics
• Being a Project Manager compared to the Business manager

o Orientation on teams and team development

o Organisation within itself

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 Project Leadership in Organisations

Influences on Project Manager Leadership

• Organisational structure
• Organisational project management maturity level
• Type of project – industry – Size – complexity
• Local or global -virtual team

The project leader themselves

• Leadership Experience
• Character
• Knowledge – industry – PM -
• Personal Skillset – study - research on leadership
• Credibility in the organisation

These factors will determine the AUTHORITY and POWER the manager holds

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 What is AUTHORITY?

The formal right given to a manager to command or to give orders to perform a

certain task.

Why? - to achieve the objectives of the organisation.

• It is a right to get the things done through others.
• It is a right to take decisions.
A manager cannot do his work without authority

Authority is established by position or post.

From higher authorities.
• The lower and middle-level managers get their authority from the top-level
managers
• The top-level managers et their authority from the shareholders
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 What is POWER?

It is a broader concept than authority.

Power is the ability or potential of a person to influence another person

or a group to perform an act.

It is the ability to influence events.

Power can be personal power.

Personal power from:
• Personality or from expert knowledge
• Doctors, Lawyers, Engineers, Programmers, get their power from
their expertise and professional knowledge.

Power can also be legitimate or official power. This power comes from a
higher authority.
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 Difference Between Authority and Power

• In management, authority differs from power in the following ways :-

• Nature
• Authority is the formal right given to a manager to make decisions or to
command.
• Power is the personal ability to influence others or events.
•
Flow
• Authority flows downwards in the organization. This is because it is delegated
by the superiors to the subordinates.
• Power can flow in any direction. Even subordinates have power over their
superiors, if they can influence their behavior. So power can flow upwards,
downwards or horizontally.
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 Difference Between Authority and Power
- Continued

Organizational Charts

• Authority relationships (superior-subordinate relationships) can be

shown in the organization charts.
• Power relationships cannot be shown in organisation charts.

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 Difference between Authority and Power
- Continued

4. Level of Management
• Authority depends on the levels of management. Higher the level of
management, higher will be the authority and vice-versa.
• Power does not depend on the level of management. Power can exist at any
level of management. Even a lower-level manager or a worker can have power
to influence the behavior of a top-level manager.
5. Legitimacy
• Authority is always official in nature. So it is legitimate.
• Power need not be official in nature. So it need not be legitimate.

6. Position and Person

• Authority is given to a position or post. The manager gets the authority only
when he holds that position.
• Power resides (lives) in the person who uses it.

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 PM Leadership and Organisational Structure
Whiteboard

Functional Organizational Structure

• Hierarchical
• Departmental
• Projects resources selected across departments

Matrix Organizational Structure

• Variations of of hierarchical & flat
• Projects can be more acknowledged

Projectized Organizational Structure

• Centered around projects
• Flip form functional in resources distribution

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 Project Management Leadership Requirements

Goal of Project Manager

• Successful project
• Build high performance team
• Understand the individual
• Needs each persons skillset operating
Success of the individual is tied up in the success of the project

Requires both internal and external influence to operate

Team charter
• Roles responsibilities
• Conflict resolution
• Decision making process

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 Project Management Leadership Requirements

• Interpersonal skills
• Leadership
Responsibilities
• Team building
• Satisfy the needs
• Motivation
• Link between the strategy and team
• Communication
• Influencing
• Decision making
• Political and cultural awareness Competencies:
• Negotiation • Knowledge
• Trust building • Performance
• Conflict management • personal
• Coaching
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 The Project Manager’s Character

• Intellectual competence
• Critical analysis and judgement
• Emotional competencies
• Vision and imagination • Self-awareness
• Strategic perspective • Emotional resilience
• Intuitiveness
• Managerial competence • Interpersonal sensitivities
• Resource management
• Influence
• Engaging communication
• Empowering
• Motivation
• Developing • Conscientiousness
• Achieving Dulewicz, V., Higgs, M.J., 2005. Assessing leadership
styles and organizational context. Journal of Managerial
Psychology 20, 105–123

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 Project Management Leadership Skills

Lloyd-Walker’s criteria for authentic leadership (Lloyd-Walker, 2011)

• Authentic
• Value Driven
• Good ethics
• Trustworthy
• Relationship centered
• Fair and unbiased
• Honesty
• Realistic and confidant
• Positive and optimist
• Consistent
• Respect for others - empathy
• Being self aware
• Guided by a set of values and high moral standards
• Transparency of actions with fair and balanced decisions
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 Leadership Defined

Leadership is the ability to develop a vision

that motivates others to move with a passion
toward a common goal

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 Modern Leadership Attributes

Guiding vision: Effective leaders know what they want

to do, and have the strength of character to pursue
their objectives in the face of opposition and in spite of
failures. The effective leader establishes achievable
goals.

Passion: Effective leaders believe passionately in their goals.

They have a positive outlook on who they are, and they love
what they do. Their passion for life is a guiding star for others
to follow, because they radiate promise!

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 Modern Leadership Attributes

Integrity: Because they know who they are, effective leaders are also
aware of their weaknesses. They only make promises they can follow
through on.
Honesty: Leaders convey an aura of honesty in both their
professional and their personal lives.
Trust: Effective leaders earn the trust of their followers and act on
behalf of their followers
Curiosity: Leaders are learners. They wonder about every aspect of their
charge. They find out what they need to know in order to pursue their
goals.

Risk: Effective leaders take calculated risks when necessary to achieve their
objectives. If a mistake is made, the effective leader will learn from the
mistake and use it as an opportunity to explore other avenues
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 Modern Leadership Attributes – Con’t

Dedication: The effective leader is dedicated to his or her charge, and

will work assiduously on behalf of those following. The leader gives
himself or herself entirely to the task when it is necessary.

Charisma: This may be the one attribute that is the most difficult to
cultivate. It conveys maturity, respect for your followers, compassion,
a fine sense of humor, and a love of humanity. The result is that
leaders have the capability to motivate people to excel.

Listening: Leaders Listen! This is the most important attribute of all,

listen to your followers.

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 Defining Management

Management is the ability to organize

resources and coordinate the execution of
tasks necessary to reach a goal in a timely
and cost effective manner

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 Attributes of Managers

• Consider alternatives to design

• Estimate costs involved
• Establish risks to the organization
• Develop a schedule for the project
• Include decision steps
• Manage change in an orderly fashion
• Keep the team motivated and informed
• Review responsibilities and goals with each team player
• State clearly the basis for evaluation and where each person fits into the
organization

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 Managers Attributes - Con’t

• Monitor progress
• Set directions; set expected achievements for each
individual within the next work period. Show the
team members where they fit in achieving unit goals.
• Perform administrative tasks
• Report to senior management
• Money and job security play a major role in
management effectiveness. They act as deficiency
motivators.

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 Management Vs Leadership
Leader - A person who is followed by others.

Manager - A person controlling or administering a business

or a part of a business.

Management seeks stability & predictability

(order)
Leadership seeks improvement through
change
(disorder)
Leaders:
Do the right thing
Manager:
Do things right
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 Leadership & Management Skills

Leadership – soft skills

• Communications
• Motivation
• Stress Management
• Team Building
• Change Management

Management – hard skills

• Scheduling
• Staffing
• Activity Analysis
• Project Controls
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 Being a Leader

• If you want to become great leader, you must assume:

• That everything that happens to you results in a situation that is in

your control
• That the attitude you convey is what you are judged on
• That what you think and do in your private life is what you will reap
in your public or corporate life
• You are what you think and believe
• If you never meet a challenge you will never find out what you are
worth

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 Recipe for being a Leader

• Take control of your life

• Assume responsibility for who you are
• Convey a positive and dynamic attitude in
everything you do
• Accept blame: learn from your own mistakes as
well as those of others. Take blame for
everything that happens in your unit
• Give credit wherever it is due
• Be compassionate when you review your team
members' progress or lack thereof
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 Recipe for Being a Leader

• Think great thoughts. Small thinking is why companies

go broke
• Turn disasters into opportunities. Turn every obstacle
into a personal triumph
• Determine your "real" goals then strive to achieve them
• Make decisions based on facts not on emotion or
personalities
• Play a variety of roles – serve as leader, teacher or coach

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 Recipe for Being a Leader

• When you want to tell someone something important, do it

personally
• Don’t be afraid to get your hands dirty doing what you ask
others to do. -
• Brooklyn Bridge - John and Washington Robeling…

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 Class Discussion - Activity

Human Factors
• As a project manager, on what human factors might you focus in order
to prepare for the interaction of a new project team?
• How might this focus be any different in a complex project with larger
teams? 

Team Diversity
• As a project manager, what two or three steps would you take to prepare for individual and
collective human behaviour from diverse members of a new team?
• How might these two or three steps be different if your team was global? Justify your
response.

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Assessments Schedule
Assessment Component Points Due Date

Assessment 1 - Module 1 and 2

Discussion Board Contribution

10 20th March 2019 (Main post In Class – week 4)

Assessment 1 - Module 3

Discussion Board Contribution

10 3rd April 2019 (Main post In Class – week 6)

Assessment 2 - Case Study Report

40 19th April 2019 by 11:55pm

Assessment 3 – Group HRM Report

40 10th May 2019 by 11:55pm

Total Points 100

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 Questions?

Have a great week….

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