Muller ralf
- 1. Matching the Project Manager’s Leadership Style to Project Type Dr Ralf Müller, Umeå School of Business Umeå University, Sweden Professor J Rodney Turner, Kemmy Business School University of Limerick, Ireland
- 2. Two pervading beliefs about Project Management • The PM’s competence, including leadership style, is not a success factor on projects – it is all tools and techniques – “if you can move a mouse, you can manage a project” – the proverbial chimpanzee can manage a project with the right tools • Any project manager can manage any project – not domain specific – regardless of temperament
- 3. Does PM leadership competence matter? • The project success literature studiously ignores the project manager, and his or her competence or leadership style as a potential success factor on projects • The competent application of tools and techniques is seen as a success factor, but not the project manager him- or herself
- 4. Research question • Is the competence of the project manager, including personality and leadership style, a success factor on projects? • Are different competence profiles appropriate for different project types?
- 5. Matching Project Manager Leadership Style to Project Type Theories of leadership Our hypotheses and research model Initial results Profiles of managers of successful projects
- 6. Confucius (500BC) • De (virtues) – Jen (relationships) – Xiao (values) – Li (process) – Zhang rong (doctrine of the mean)
- 7. Aristotle (300BC) • Pathos Form relationships with your team • Ethos Sell them your values and vision • Logos Then and only then persuade them with the logic • Adequate managers go straight in with the logos • Effective leaders work through pathos>ethos>logos
- 8. Chester L Barnard (1938) • Cognitive roles (transactional) – delegate – but guide subordinates and limit choices • Cathectic roles (transformational) – motivation – goal setting
- 9. Theories of leadership • 1930s-1940s Trait school • 1940s-1950s Behavioral or style school • 1960s-1970s Contingency school • 1980s-1990s Visionary or charismatic school • 2000s Emotional intelligence school • 2000s Competence school
- 10. Theories of leadership and project management • Trait school – Turner (1993), 7 traits • Behavioural or style school – Frame (1987), Turner (1993), 4 styles • Contingency school – Frame (1987), Turner (1993), styles and the life-cycle • Visionary or charismatic school – Keegan and den Hartog (2004) • Emotional intelligence school – Lee Kelley et al (2003) • Competence school – Crawford (2002)
- 11. Team member behaviour • Theories of team member behaviour – Myers-Briggs – 16PF – Belbin – Margerison and McCann • Only weakly correlated to leadership success (Dulewicz and Higgs, 2003) • So we are discounting them
- 12. Emotional Intelligence School - Goleman, Boyatzis and McKee (2002) • All managers are reasonably intelligent – entry level of knowledge and skills • So it is emotional dimensions that differentiate effective leaders from adequate managers • The emotional intelligence of the CEO influences the shareholder value of the company (2,000 data points)
- 13. Emotional intelligence - nineteen emotional competencies • Personal competence – self-awareness - 3 competencies – self-management - 6 competencies • Social competence – social awareness - 3 competencies – relationship management - 7 competencies Goleman, Boyatzis and McKee (2002)
- 14. Competence school • Encompasses all the other schools • Competence is – knowledge – skills – personal characteristics, traits, behaviours – that deliver superior results • Different competence profiles appropriate in different circumstances • Build up competence profile of transactional and transformational leadership
- 15. Dulewicz and Higgs (Henley) - 15 leadership competencies • Emotional, EQ – self-awareness – emotional resilience – motivation – sensitivity – influence – intuitiveness – conscientiousness
- 16. Dulewicz and Higgs (Henley) - 15 leadership competencies • Intellectual, IQ – critical analysis and judgement – vision and imagination – strategic perspective • Managerial, MQ – engaging communication – managing resources – empowering – developing – achieving
- 17. Dulewicz and Higgs (Henley) - 3 leadership styles Style Successful when: Goal oriented Relatively stable change Involving Significant change Engaging Transformational change
- 18. How far have we come in 2.500 years? People Vision Process Confucius 500BC Jen Xiao Li Aristotle 300BC Pathos Ethos Logos Dulewicz 2003 EQ IQ MQ & Higgs
- 19. A company cannot be managed by a chimpanzee • The CEOs leadership style impacts the performance of the company – the CEO does more than move a mouse • Different leadership styles are required for different types of company in different circumstances – board of Channel Tunnel changed as they moved from construction to operation • Why, oh why, oh why do we think it is any different for the temporary organization that is a project???!!!
- 20. Matching Project Manager Leadership Style to Project Type Theories of leadership Our hypotheses and research model Initial results Profiles of managers of successful projects
- 21. Early Hypotheses • H1: The project manager’s competence, which includes leadership style, is positively correlated to project success – Dulewicz and Higgs 15 factor model for leadership – 10 success factors • H2: Different combinations of project management competencies are correlated with success on different project types – 19 types model
- 22. Hypotheses for this study • H0: There are no differences in project manager leadership competencies in successful projects of different type. • HA: There are differences in project manager leadership competencies in successful projects of different type.
- 23. Our research model Independent Moderating Dependent Variables Variables Variables Project Leader Success Competencies Sponsor 3IQ User 5MQ Supplier 7EQ Project Project Type Application Strategic Impact Life-cycle Stage Complexity Culture
- 24. Our model - 15 leadership competencies • Intellectual, IQ • Emotional, EQ – critical analysis and – self-awareness judgement – emotional resilience – vision and imagination – motivation – strategic perspective – sensitivity • Managerial, MQ – influence – intuitiveness – engaging communication – conscientiousness – managing resources – empowering – developing – achieving
- 25. Our model - success criteria - web-based questionnaire • Meeting performance targets • Meeting user requirements • Meeting project purpose • Client satisfaction with results • Reoccurring business with the client • User satisfaction with the results • Supplier satisfaction • Project team satisfaction • Other stakeholders satisfaction • The respondent’s own defined criteria
- 26. Our model - 19 types of projects Attribute Project Types Application area Engineering, ICT, Business Complexity Low, Medium, High Life-cycle stage Feasibility, Design, Execution, Close-out Strategic import Mandatory, Repositioning, Renewal Culture Home, hosting, expatriate Type of contract Fixed price, remeasurement, alliance
- 27. Study 1: Fourteen interviews Countries Industries • Austria • Project management consulting • Australia • Design and construction • Germany • Research • Netherlands • Telecommunications • Sweden • Manufacturing • UK • USA
- 28. Choosing project managers - General conclusions • Competence always important – technical knowledge – management skill and experience • Leadership style more important on complex projects • Task focus versus people focus – technical skills important on technical projects – relationship skills important on change projects • Some competencies are an entry ticket to being a member of the project management pool
- 29. Choosing project managers - Personality or leadership style • Ability to deal or communicate with stakeholders, political sensitivity (8 times) • Contract type (4 times) – fixed price – remeasurement or alliance – sensitive, trustworthy, calm • Able to deal with client (4 times) • Able to deal with complexity, ambiguity and expected issues, duration (7 times)
- 30. Choosing project managers - Personality or leadership style • Cultural sensitivity, geography, language (4 times) • Location and nature of work within the company (2 times) • Type of assignment (2 times) – consultancy versus project management – technical versus change project • Duration and budget, project size (3 times) • Able to balance work and home life (2 times)
- 31. Interview ratings - 15 leadership competencies • Emotional 2.4 – self-awareness 2.4 – emotional resilience 2.4 – motivation 2.7 – sensitivity 2.4 – influence 2.4 – intuitiveness 2.0 – conscientiousness 2.5
- 32. Interview ratings - 15 leadership competencies • Intellectual 2.1 – critical analysis, judgement 2.5 – vision and imagination 2.0 – strategic perspective 1.9 • Managerial 2.4 – engaging communication 2.6 – managing resources 2.6 – empowering 2.4 – developing 2.0 – achieving 2.7
- 33. Study 2: Web based questionnaire • Two parts • Project success – rate ten success criteria – claimed performance of last project against ten criteria – nature of last project • Leadership style – demographic data – psychometric test
- 34. Responses • 950 to Part 1 • 414 to Part 2 • 400 useable • 70% males • 50% US
- 35. Initial analysis • Leadership dimensions correlated (positively and negatively) with project success on different types of project • Profiles of project managers for different types of project
- 36. Leadership styles correlated with success • All projects – EQ – conscientiousness, sensitivity, communication – strategic perspective • Engineering projects – EQ – motivation, conscientiousness, sensitivity – vision
- 37. Leadership styles correlated with success • IT projects – EQ – self-awareness, communication – vision • Organizational change projects – EQ – motivation, communication – vision
- 38. Leadership styles correlated with success • Medium complexity projects – EQ – emotional resilience, communication – vision • High complexity projects – EQ – sensitivity
- 39. Leadership styles correlated with success • Mandatory projects – MQ – developing • Repositioning projects – EQ – motivation • Renewal projects – EQ – self-awareness, communication
- 40. Leadership styles correlated with success • Fixed price contracts – MQ – sensitivity, communication • Remeasurement contracts – EQ, IQ – self-awareness, communication – empowering
- 41. Leadership styles correlated with success • Life-cycle – EQ – throughout – conscientiousness, communication – throughout – motivation, sensitivity – commissioning – managing resources - design – strategic perspective – design, execution, commissioning
- 42. Matching Project Manager Leadership Style to Project Type Theories of leadership Our hypotheses and research model Early results Profiles of managers of successful projects
- 43. Leadership profiles of high performing managers, (Eng, IT, Org) Critcal thinking Critcal thinking Critcal thinking 3 33 Conscientiousness Conscientiousness Conscientiousness Vision Vision Vision Motivation Motivation Motivation 2 2 Strategic perspective Strategic perspective Strategic perspective Influence Influence Influence 1 1 Managing resources Managing resources Managing resources 0 0 Sensitivity Sensitivity Sensitivity Communication Communication Communication Intuitiveness Intuitiveness Intuitiveness Empowering Empowering Empowering Emotional resilence Emotional resilence Emotional resilence Developing Developing Developing Self awareness Self awareness Self awareness Achieving Achieving Achieving Org. Change IT EngineeeringEngineeering IT Engineeering
- 44. Leadership profiles of high performing managers, (Importance) Critcal thinking Critcal thinking 33 Conscientiousness Conscientiousness Vision Vision Motivation Motivation 22 Strategic perspective Strategic perspective Influence Influence 11 Managing resources Managing resources 00 Sensitivity Sensitivity Communication Communication Intuitiveness Intuitiveness Empowering Empowering Emotional resilence Emotional resilence Developing Developing Self awareness Self awareness Achieving Achieving Repositioning Mandatory Renewal Renewal Mandatory Mandatory
- 45. Leadership profiles of high performing managers, (Complexity) Critcal thinking Critcal thinking 3 3 Conscientiousness Conscientiousness Vision Vision Motivation Motivation 2 2 Strategic perspective Strategic perspective Influence 1 1 Managing resources Managing resources 0 0 Sensitivity Communication Communication Intuitiveness Empowering Empowering Emotional resilence resilence Developing Developing Self awareness Self awareness Achieving Achieving High complexity Medium complexity complexitycomplexity complexity Medium Low Low complexity Low
- 46. Leadership profiles of high performing managers, (Contracts) Critcal thinking Critcal thinking 3 3 Conscientiousness Conscientiousness Vision Vision Motivation Motivation 2 2 Strategic perspective Strategic perspective Influence Influence 1 1 Managing resources Managing resources 0 0 Sensitivity Sensitivity Communication Communication Intuitiveness Intuitiveness Empowering Empowering Emotional resilence Emotional resilence Developing Developing Self awareness Self awareness Achieving Fixed price Alliance Alliance Alliance Remeasurement Remeasurement
- 47. Leadership profiles of high performing managers, (Life-cycle) Critcal thinking Critcal thinking Critcal thinking Critcal thinking 3 3 Conscientiousness Conscientiousness 33 Vision Vision Conscientiousness Conscientiousness Vision Vision Motivation Motivation 2 2 Strategic perspective Strategic perspective Motivation Motivation 2 2 Strategic perspective Influence Influence 1 1 Managing resources Managing resources Influence Influence 1 1 Managing resources 0 0 Sensitivity 0 0 Communication Sensitivity Sensitivity Sensitivity Communication Communication Intuitiveness Intuitiveness Intuitiveness Empowering Empowering Intuitiveness Empowering Emotional resilence Emotional resilence Emotional resilence Developing Developing Developing Emotional resilence Self awareness Self awareness Self awareness Achieving Achieving Achieving Self awareness Achieving Cl, Com De, De, Ex, Cl De, Ex, Cl, Ex, De, Ex, Fea, De, Ex, Fea, De, Ex, ClEx, De, ComCl Cl, ComEx, ClDe, Com Cl Fea, Cl, Ex, De, De, Ex, Cl
- 48. Recommendations: a five step process • Recognize types of projects • Assess leadership styles of Project Managers • Develop profiles in accordance with project needs • Differentiate different types of projects in the organization • Value your project managers
- 49. Further analysis • Rating of success criteria by: – type of project – gender – geography • Claimed performance of projects against those success criteria by – type of project – gender – geography