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建立人际资源圈项目管理的成功的标准和不同理论和类型的领导--论文代写范文
2016-04-21 来源: 51Due教员组 类别: Report范文
51Due论文代写网精选report代写范文:“项目管理的成功的标准和不同理论和类型的领导”。这篇论文主要介绍了项目管理中的成功的标准和不同理论和类型的领导，其中重点对不同理论和类型的领导进行了详细的阐述，包括交易型和变革领导理论，不同行为的领导风格。
1. Success criteria
By using a table of list on successful criteria of leadership, illustrate some standards for a good project leader. This list of criteria is used to interview by Muller and Turner in 2006 in studying what , and the data referred to the list of Westerveld and Gaya-Walters (2001).
2. Different theories and types of leadership
- Transactional and transformational leadership theories
The transactional leader (Burns, 1978) was given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached.
The transformational leader (Burns, 1978) motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group on the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company's vision.
In theories of leadership, making a distinction between the transactional and transformational leadership theories is crucial and integrant. Transactional leadership is the basic and foundation, and the transformational is higher level upon transactional. A good and excellent project team leader is who has both qualities and standards of transactional and transformational leader. The characteristics and responsibilities are summarized in the table below.
- Different behavioural styles of leadership
Lewin (1939) has classified different styles of leadership based on project leaders’ behaviour which is impacted by personality and experience.
-Autocratic
-Participative
-Laissez-Faire
Due to different scopes and types of projects, leadership style is not changeless but various. Different appropriate leadership styles fit different specific projects. In autocratic leadership style, the project leader is the centre, who controls all power of decision making and may not accept and entertain other advises or suggestions from team members. This kind of leadership style is based on the strong motivation forced to leaders, so that is one most important reason that autocratic leadership has been successful. Quick decision making always appeared in this style of leadership. Dictator in the project team is the one person who keeps decisions the whole time without any help until he or she feels like to share with team members. Under participative or democratic leadership style, as its literal meaning, project leaders like to participate in groups or teams when there comes to a decision making. They give instructions to team members and consultant their advice.
In this style of leadership, leaders fully involve the relationship and cooperation with team members, and communicate and motivate them effectively and positively. Thus, the decision making is democratic as the interaction and participation in the whole project team, unlike the autocrat style of leadership. The laissez-faire style of leadership gives the maximum space and freedom for project team members. Leaders do not lead and let team members make decisions by themselves, as there are no limitation of policies and methods forced by the head of team. Under the circumstance of the requirement for an emergency designated leader with more expert knowledge and experience, the authoritarian one is more appropriate and efficiency. Otherwise, when the power of one high quality and motivated team is homogeneous, the participative and free rein style may be more suited and effective in this situation. No matter which leadership style is used, it can benefit achieving the aims and objectives of the project, and profiting individuals in project teams to the largest extent.
3. Conclusion:
This chapter focused on the discussion of leadership which was considered an important issue of project management. Is it relevant to your aim in this dissertation? A major concern in leadership is going to continue to be improved, because good leadership is the main aspect of an effective and efficiency management team. The way and method of a team manager will influence widely in the project team, management activities such as having a strong responsibility over the project, being equal and objective to the project, have a professional working attitude and abilities, anticipate and solving problems, handle a good interpersonal relationship with workers and stakeholders, and give the psychological encouragement to colleagues.
Leadership also has a deep connection with organizational culture and project life cycle how?. An effective project manager is a basic element for effective managing in project management, which has been stressed. This chapter looked into the definition, basic skills, responsibilities and successful criteria for the development of leadership, it listed different appropriate leadership styles as well, and the possible problems of leadership. After these statements, in the next chapter, another organizational people problem of project management, teamwork will be introduced and reviewed.
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