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Title | Author(s) | Notes | Provided by |
|---|---|---|---|
Bagshaw and Bagshaw | Servant leadership, a concept developed by Robert Greenleaf, utilises the collective brain power of the entire team. The term 'servant' in this case means helping others in the team in the pursuit of the goal. | ||
There are three elements to any decision, alternatives, preferences and information. | |||
Many problems, particularly non-urgent problems, should be treated as issues and almost every issue is a ‘problem’ requiring a solution. | |||
| Fine tune your detectors | Bourne | Good information does not necessarily mean a good decision, but bad information will almost certainly lead to a bad decision. | Mosaic Project Solutions pty |
What can the 'shirtless, dancing guy' tell you about leadership? | |||
Cooke-Davies | There can be few people who would disagree that the human dimension of project management is crucial to | ||
Maslow’s ‘hierarchy of needs’ is a theory of motivation published by Abraham Maslow in 1943. It was never based on any empirical research and was, in effect, Maslow’s opinion from his own experience. | Praxis Framework Ltd. | ||
Eggington | The notion of ‘masterly inactivity’ is, perhaps, not such a bad one. There is evidence from the medical world (actually surgeons) that very, very fast decisions are etter delayed by the few moments that are available for delay. | Programme recruitment | |
So how do successful project leaders become successful? There are multiple approaches that are all interrelated so we have created our own model. | |||
Many models exist which aim to describe leadership. These can include a description of the practices, competencies, characteristics, traits and behaviours. | |||
Leadership, rather than simply management, is what the sponsors of change seek from those who they entrust with their programmes and projects. | |||
Mosaic | Making decisions is a central part of any management role, a core element in problem solving, and important in a range of other social and business activities. | ||
Mosaic | Many problems, particularly non-urgent problems, should be treated as issues and almost every issue is a ‘problem’ requiring a solution. | ||
A list of the top 50 things that we believe a Project Manager should do in order to lead their project to success. | |||
Obeng | You’re waiting for your VP to approve the additional budget spend you need. You’ve been wondering what can be so difficult. True, there are six other projects in the programme – but yours is the lead enabler, the linchpin. | ||
Pritchard | Leadership is innate. Leadership can be trained. Those two perspectives seem to be at odds one with the other, and cause extensive consternation in many project communities. | ||
There is an old saying about how you cannot ‘run with the hare and hunt with the hounds’, and I think this can be applied to how a project manager should behave with the team members. | |||
A 1st class leader will look for people who are better at the technical job that the leader ever was. | |||
They dragged him (most reluctantly) onto the pitch, so that they could share with him their wonderful moment. |
