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| − | ==Abstract==
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| − | Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused for one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on ways to achieve project objectives. That includes planning, organizing and monitoring the work. On the other hand, leadership focuses on people and activities involved with the project team. That involves inspiring, guiding, listening and influencing team members. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances but combining qualities of both allows project managers to organize and monitor the undertaking project as well as motivating their teams to succeed <ref name="PMBOK"> A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management.</ref>.
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| − | This article will explain the differences between management and leadership in more detail, by defining the two concepts separately and comparing the differences and similarities. Furthermore, guidance will be provided on how to apply the concepts for project managers as well as pointing out limitations.
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| − | __TOC__
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| − | ==Management==
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| − | ===Definition===
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| − | The simplest definition of management is "making things happen" <ref name="MOB"> Management & Organizational Behaviour, by Laurie J. Mullins, 7th edition </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens </ref>.
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| − | In the context of project management, PRINCE2 defines management as the planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> Managing Successful Projects with PRINCE2®, 2017 Edition. </ref>.
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| − | ===Processes===
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| − | [[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Caption (Ref <ref name="Prince"/>)]]
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| − | The processes of management to execute any project can be divided into a number of separate processes. However, the main management processes have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control.
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| − | '''Plan:''' Write
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| − | '''Delegate:''' Write
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| − | '''Monitor:''' Write
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| − | '''Control:''' Write
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| − | Figure from PRINCE2
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| − | ===Competences===
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| − | To achieve the above mentioned processes effectively management requires a wide range of skills, behaviours and qualities. Managerial skills suggested to be needed ...
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| − | The managerial behaviours that will result in effective performance are achievement orientation, business awareness, communication, customer focus, developing others, flexibility, leadership, teamwork, problem-solving
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| − | From Handbook, p. 26-27
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| − | Management qualities is about doing the things right, including:
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| − | * Rational
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| − | * Consulting
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| − | * Persistent
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| − | * Problem solving
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| − | * Tough-minded
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| − | * Analytical
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| − | * Structured
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| − | * Deliberate
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| − | * Authoritative
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| − | * Stabilizing
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| − | * Position power
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| − | ===Subsection===
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| − | ==Leadership==
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| − | ===Definition===
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| − | We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.
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| − | The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
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| − | ''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.
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| − | According to PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviours needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.
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| − | PRINCE2 states that it is not possible to define leadership in a method, despite being the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.
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| − | ===Roles===
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| − | Role and function of leadership and what is expected...
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| − | ===Competences===
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| − | Leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skill. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career. PMBOK provides four skills that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.
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| − | # '''Establishing and Maintaining Vision:''' A purpose exists for each project. It is essential that the project team members understand that purpose for them to devote their time and energy in the proper direction toward reaching the project purpose. The purpose of the project is summarised in the project vision. The vision outlines an appealing but realistic view of the projected results in the future. The vision is not only a description of the desired future condition, but it also serves as a potent motivator. It is a method for inspiring passion and meaning for a project's intended objective. Having a shared vision keeps everyone moving in the same direction
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| − | # '''Critical Thinking:''' It is necessary across all the many project performance areas to recognize bias, determine the root cause of issues and take into account difficult problems like ambiguity, complexity, and so on. These tasks can be completed with the use of critical thinking. Disciplined, logical, and evidence-based reasoning are all components of critical thinking. It requires the capacity for objective analysis and an open mind. Conceptual imagination, insight, and intuition are possible components of critical thinking, particularly when it is used for discovery.
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| − | # '''Motivation:''' Understanding what motivates project team members to perform is the first step in motivating project team members. The second is working with project team members in a way that keeps them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). Intrinsic motivation derives from within the person or is connected to their work. It is related to enjoying the task itself rather than concentrating on the benefits. Extrinsic motivation is the practice of putting in the effort for an external benefit, such as a bonus. Although there are many different things that can motivate a person, most people have a dominating motivator. Knowing each team member's strong motivation might help to motivate them effectively. To achieve the best results from each individual and project team member, motivating techniques should be tailored based on personal preferences.
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| − | # '''Interpersonal skills:''' Emotional intelligence, decision making and resolving conflict are a few interpersonal skills that are regularly used in projects. Awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation are the foundations of good communication, teamwork, and leadership.
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| − | Leadership qualities is about doing the right things, including:
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| − | * Visionary
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| − | * Passionate
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| − | * Creative
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| − | * Flexible
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| − | * Inspiring
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| − | * Innovative
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| − | * Courageous
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| − | * Imaginative
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| − | * Experimental
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| − | * Initiates change
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| − | * Personal power
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| − | The behaviour of a leader
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| − | ===Approaches===
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| − | There are various distinct approaches of leadership due to its complex and varied nature. A framework for the study of leadership is provided by Mullins which includes the following approaches <ref name="MOB"> </ref>:
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| − | * Qualities or traits approach
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| − | * The functional or group approach
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| − | * Leadership as a behavioural category
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| − | * Styles of leadership
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| − | * The situational approach and contingency models
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| − | * Transformational leadership
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| − | * Inspirational leadership
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| − | ==Comparison==
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| − | Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. Allocation, usage, and control of all the necessary resources are the key focuses of management. However, in situations involving people it is hard to achieve objectives without strong leadership. Leadership mainly focuses on people. It is about creating and expressing a future-focused vision, inspiring people, and securing their commitment and engagement. Therefore, you must also be a strong leader of people in order to manage resources effectively. It has been stated that "''Managers do the things right, leaders do the right things.''"
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| − | ===Similarities===
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| − | The two concepts will be compared and their similarities will be discussed.
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| − | ===Differences===
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| − | The two concepts will be compared and their differences will be discussed.
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| − | {| class="wikitable" style="margin:auto"
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| − | |+ Differences
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| − | ! Management involves!! Leadership involves
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| − | | Example || Example
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| − | | Example || Example
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| − | |-
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| − | | Example || Example
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| − | ==Practical approach for project managers==
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| − | Instructions will be provided on how project managers can use the concept and when it is relevant.
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| − | ==Limitations==
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| − | Here, the concept and its application will be critically reflected upon, using key resources and literature. For example, under what circumstances it can not be used and what it can not do.
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| − | The problem with the leadership concept (from Armstrongs Handbook)
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| − | ==Annotated bibliography==
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| − | ==References==
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| − | <references />
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