Management vs leadership qualities

Latest revision as of 17:54, 9 May 2023

Abstract:

Management and leadership are two distinct but complementary approaches to guiding organizations and projects toward success. There are overlaps between the two roles, but there are quite some differences between their qualities. Management focuses on “doing things right”, while leadership focuses on “doing the right things”. Both can be important in effective and successful organization; however, balance is key.

Management qualities include planning and organizing, control, rule-following, technical knowledge, risk management, and adaptability. Good management tends to lead to good structure, predictability, and control over projects and the organization. However, since the goal for managers is to do the right things, a common consequence is a too rigid approach, which might lead to resistance to change and a lack of inspiration.

Leadership qualities include being a visionary, having emotional intelligence, being able to influence people, being risk-taking, and adaptable. Good leadership can lead to an inspiring and creative work environment where the vision for the future is clear for others. On the other side, there can easily be a lack of structure, unnecessary risk-taking, and sometimes difficulties in the execution of their vision.

Even if there are differences between characteristic qualities for management and leadership, there are a common set of skills both managers and leaders should have to be able to guide their organization in the right direction. They should have good communication skills, and be strategic thinkers, and problem-solvers.

[edit] Introduction

[edit] Definition of management and leadership

Project management can be defined as “the use of specific knowledge, skills, tools, and techniques to deliver something of value to people” ^[1], while project leadership can be defined as “an influence relationship among leaders and their collaborators, who intend real change that reflects their shared purpose” ^[2]. Both are systems that aim to achieve results by working together. Project management regards the more technical aspect of a project. Leaders can struggle to keep the project on track.

[edit] Purpose of article

This article will discuss project management and leadership qualities. It will highlight some similarities, and differences between the skills project managers and project leaders should manage, as well as their strengths, and weaknesses. Being aware of project management and leadership qualities can help you navigate and lead your teams to achieve your desired results. It can also help you explore which role is more suitable for you.

[edit] Project Management vs Project Leadership Qualities

There are overlaps between project management and leadership qualities, but there are quite some differences between them. Good leaders might not be good managers and vice versa. Generally, project managers are more task-oriented, while project leaders are more people-oriented ^[3]. The bullet points are the extremes, but usually, a manager or a leader will be between these two.

[edit] Project Management Qualities

As mentioned in the introduction, project management involves problem-solving through organizing and coordination. The focus lies on achieving the project goal at the right time, within the budget, and minimizing potential risks ^[1]. With that in mind, there are some skills that successful project managers should manage, presented in the list below.

• Planning and organizing: In project management, good planning and organization of a project are essential skills to achieve project goals and objectives effectively and efficiently ^[4]. The planning of the project helps to identify the desired outcome of the project, which is crucial to know when measuring success. Therefore, defining the project scope and identifying milestones are a part of the planning phase, which involves identifying objectives, stakeholders, and resources needed. Being a good planner can also help identify potential risks and make strategies to mitigate them. In addition, planning and organizing facilitate communication. When a clear plan is defined and the project goals are communicated, it ensures that stakeholders involved are working towards the same objectives ^[5].

• Control: Control is another skill that is fundamental in successful project management. The project manager should, among others, have control over the project scope, milestones, timeline, stakeholders involved, budget, etc. A part of this job is to monitor the project's success. This involves making sure that the stakeholders involved know what to do and when it should be done. It will also help identify issues early on so that corrective actions can be facilitated before major problems occur.

• Rule-following: As mentioned introductory, project management focuses on “doing things right”. This includes making sure that the projects are completed on time, and within budget. Rule-following involves following rules and procedures that will lead toward the desired outcome. By following established rules and procedures, all activities are done in the same manner and stakeholders involved know what they are dealing with. This can reduce errors and risks, and improve efficiency and quality.

• Technical knowledge: Projects have requirements and issues that need informed decisions. Project managers need to be aware of the potential consequences of the decisions they are making. They may need to make decisions in situations where there is uncertainty, which will require sufficient knowledge. Good decision-making will reduce the risk of delays and cost overruns. Technical knowledge is also important to communicate effectively, using terminology and understanding the challenges the different stakeholders are facing.

• Risk management: To manage projects toward success, project managers should be able to identify potential risks and develop strategies to mitigate them. Proper risk management ensures project progress and that it will meet its objectives.

• Adaptability: Unexpected events and changes might occur several times throughout the project. A project manager should be able to respond to the changes and adjust the plans and strategies as needed.

[edit] Strengths of Project Management qualities

• Structure: Clearly defined goals, scope, milestones, and plans are the results of good project management. A clear structure helps to ensure that all stakeholders involved are on the same page, and it’s easier to see that the project is going in the right direction.

• Predictability: Due to the structure and clearly defined plan, there is low emotional involvement in project management. For stakeholders involved, this means that they know what to expect of the project, and what the project manager is expecting of them. The plan also provides milestones and deadlines. Predictability will minimize surprises and help to reduce uncertainties.

• Control: As project management involves monitoring the progress of the project, identifying issues, and adjusting the plan, control will ensure that the project stays within scope. When the project managers provide control, this will build trust with the stakeholders involved.

[edit] Weaknesses of Project Management qualities

• Overly controlling: Project management can sometimes become too controlling. As project managers like to be in control, the approach of following all rules and procedures can involve taking unnecessary actions for certain processes, which can possibly slow down the project's progress. In addition, the rules and procedures can make it difficult to be responsive to changes. There should be a balance between being overly controlling and too adaptable. Too much of either can slow down the project.

• Resistance to change: Project management is much about following rules and procedures. However, it is important to be able to solve issues that arise in ways that are not always according to plan, as long as the decisions meet the objectives. Overly focusing on following the plan can possibly result in missed opportunities.

• Lack of inspiration: If project management becomes overly focused on processes and procedures, that may hinder creativity, inspiration, and innovation. Lack of inspiration can lead to missed opportunities, as well as disengagement by stakeholders involved.

[edit] Leadership Qualities

Leadership focuses less on organizing and planning and more on strategy and setting the project’s direction. In addition, engaging and motivating people play a bigger role in leadership. Some of the skills successful project leaders should manage are presented in the list below.

• Vision: Vision is one of the fundamental leadership qualities as it provides direction, can inspire, and motivate stakeholders, and promote innovation. A clear vision includes setting goals and defining success measures ^[6]. Communicating the vision to the stakeholders will make sure that they are all working toward the same goal. When the stakeholders are aware of the vision and the direction of the project, it is easier to engage in the problem-solving process. It can also help promote creativity and innovation. A leader with a clear vision will be perceived as enthusiastic. The enthusiastic approach and attitude can be contagious to the stakeholders. If the leader believes in the project, the stakeholders will also believe in it.

• Emotional intelligence: Leadership is based on getting the team to believe in them and their vision. Therefore, leaders should have the ability to understand and manage both their own and others’ emotions. Understanding emotions help to build strong relationships and enhance a positive work environment. Emotional intelligence will also facilitate good communication, as they understand the employees’ perspectives and feelings regarding the project. In addition, leaders with good emotional intelligence will be more adaptable and respond quickly to new challenges and opportunities, because they understand the impact of the decisions made ^[7].

• Influence: Influence is another fundamental leadership quality. It includes being able to persuade, motivate, and guide others toward a vision. Influence is correlated to emotional intelligence because a part of being able to effectively influence stakeholders is to understand their needs and motivation. Leaders with strong influencing skills can communicate their vision and inspire others to act towards a common goal. Strong influencing skills will also inspire and motivate the stakeholders.

• Adaptability: Effective leaders are able to adapt to changing circumstances. They are visionaries and are therefore aware of the end goal, but they don't necessarily have a clear plan on how to execute the project. Throughout the project, circumstances will change and new information arise. Leaders will embrace new ideas and are open to the new opportunities that follow the changes. They are willing to adjust their strategies toward the project’s goal. Adaptable and flexible leaders will be able to find innovative solutions and even be ahead of the curve.

• Risk-taking: Compared to project managers, leaders are often more risk-taking. Since they are strategists and visionaries, they are open to innovation, and growth, and want to be competitive in the market. They are willing to explore new opportunities, which often involves making bold decisions and taking risks. The encouragement of thinking outside the box can enhance stakeholder motivation and inspiration ^[3].

[edit] Strengths of leadership

• Vision: Vision is a critical strength for successful leadership. Having a clear vision provides a direction for the project. This helps to enhance the motivation and inspiration of the stakeholders toward a common goal. When they are aware of the direction and desired outcome of the project, they can keep up with the progress.

• Inspiration & Creativity: As leaders are visionaries, combined with being flexible and risk-taking, they encourage stakeholders to think outside the box and generate innovative solutions that support the vision. The business environment is in constant change, which means that projects also need to adapt to the changes happening around them.

[edit] Weaknesses of leadership

• Risk-taking: While risk-taking can encourage innovation and seeing new opportunities, leaders must take calculated risks. Risk-taking with high uncertainty can possibly lead to poor decision-making and unnecessary actions.

• Lack of structure: As mentioned above, leaders tend to focus much on their high interpersonal skills, such as emotional intelligence and adaptability. A consequence of this can be a lack of structure, which can cause confusion among the stakeholders involved. Despite a clear vision, projects often require an execution plan so that the stakeholders involved know what to do, and when. A lack of structure can lead to uncertainties, difficulty in following project progress, and confusion regarding the scope.

• Difficulty in executing: Difficulty in executing plans is somewhat related to the bullet point above. Leaders who are emotionally intelligent, adaptable, and risk-takers can sometimes have difficulty executing their plans. Constantly adapting to changes and being open to new ideas can sometimes be distracting. They might lose focus of the plan and fall off track. In addition, as leaders are often focused on the vision and the bigger picture, they can sometimes overlook important details, which then again can lead to mistakes or omitted parts.

[edit] Balancing management and leadership

Good project management can help to ensure that projects are completed on time, within budget, and meet the requirements. Effective leadership helps to create a positive work environment. This includes trustful collaboration among team members and stakeholders, which then again can foster innovation. However, a combination of the previously discussed skills will be suitable for projects. Managers and leaders will benefit from some common qualities, presented in the following list.

[edit] Common Qualities

• Good communication skills: Projects are almost always conducted in teams. Good communication skills are essential for both project management and leadership to facilitate effective collaboration and build strong relationships. In addition, communication can prevent conflicts and help solve them if they arise. As mentioned, project management is task oriented. Regarding communication, this means that the project managers have clearly communicated what and when activities are expected of the stakeholders involved. Leaders are more people-oriented, so communication is important to be able to inspire and motivate stakeholders. A part of that is to ensure that the vision and end goals are clearly defined so that the stakeholders know what they are working to achieve. For both, good communication is important to understand each other and achieve common goals.

• Strategic thinking: All projects are working to achieve an end goal and meet the objectives. Both managers and leaders need to think and act strategically to make sure that all stakeholders involved are engaged in the process and working toward the same goal. In addition, being strategic involves thinking about the future of the organization. This involves making sure that prioritized tasks and decisions made for the project align with the strategy of the organization.

• Problem-solving: Projects meet challenges in different stages and to various degrees. Both leading and managing projects require problem-solving skills to be able to identify and address the challenges, as well as find suitable and effective solutions for them. Being able to recognize and solve problems effectively will ensure that the project remains on track and toward the goal.

[edit] Application

Being aware of the differences and similarities between project management and leadership qualities can help you better understand which role is more suitable for you. “Management is about coping with complexity. Leadership, by contrast, is about coping with change”^[8]. If you prefer more managerial work and make your team follow your plan, a project manager role will suit you. On the other side, if you are more of a visionary, like to set a direction, and keep up with changes that are happening, a leadership role will suit you better. However, if you are overly focused on getting the tasks done on time and within budget, and less on leading and inspiring your team, that might not lead to project success. Conversely, if you are overly focused on your vision but lack the ability to plan and coordinate activities, this might not lead you to achieve the end goal. Therefore, this article can help you to be aware of and develop a skillset with a combination of the different qualities presented.

[edit] Limitations

Even if we can distinguish between the two roles and their qualities, managing and leading projects might need a combination of the skill sets. The skills listed in this article are extremities and are not meant to be followed to the letter. Both project managers and leaders are people, so the roles may vary from person to person. In addition, their tasks may vary from project to project, or there might be situational dependencies that require them to either be more visionary or detail-oriented.

[edit] Conclusion

As mentioned, there is an overlap between project managers and leaders. However, good leaders might not be good managers, and vice versa. In conclusion, the article explores the differences and similarities between project management and leadership qualities. They are both working towards project success, but the two roles have different approaches and require some different skills.

Good management can often lead to good structure, predictability, and control. However, this approach can sometimes be too rigid, which will result in a lack of inspiration or resistance to change. Good leadership can often lead to an inspiring and motivating work environment with a clear vision. This can also result in a lack of structure and sometimes a lack of the ability to execute their vision. To minimize the risks of being overly task-oriented or visionary, managers and leaders share some common skills they should manage.

[edit] Annotated bibliography

Project Management Institute – A Guide to the Project Management Body of Knowledge (PMBOK® Guide):

A Guide to the Project Management Body of Knowledge is highly relevant for this article as it includes The Standard for Project Management. What is interesting about this book is that it is one of the fundamental resources for project management in any industry in the world. Section 2, Project Performance Domains, helps understand the project’s scope, including stakeholders and their roles. Section 3 of the book, The Project Management Principles, digs deeper into some of the project management principles discussed above.

John P. Knotter – What Leaders Really Do

What Leaders Really Do emphasizes the differences between project management and leadership. What is interesting about it doesn’t say that managers or leaders are better than the other, but it highlights the differences between them. It shows that both are needed to cope with the challenges projects are facing, and the most beneficial is to try to combine and balance management and leadership.

Project Management Institute

Other sources from the Project Management Institute have been used to discover more differences and similarities between project management and leadership, and explore why and how they are correlated but still somewhat different.

[edit] References

1. ↑ ^{1.0 1.1} "Project Management Institute, 2017, A guide to the project management body of knowledge (PMBOK guide), Sixth edition, Project Management Institute, Inc."
2. ↑ “Kloppenborg, T. J., Shriberg, A., Venkatraman, J, 2003, “Project Leadership”, Management Concepts.”
3. ↑ ^{3.0 3.1} "J. Collazo, 2021, Five Differences Between A Project Manager And A Project Leader, viewed on 24/04-2023, <https://www.forbes.com/sites/forbesbusinesscouncil/2021/06/03/five-differences-between-a-project-manager-and-a-project-leader/?sh=538fbdc96a14>"
4. ↑ “Serrador, P. 2012, “The importance of the planning phase to project success.”, PA Project Management Institute, viewed on 24/04-2023, <https://www.pmi.org/learning/library/importance-planning-phase-project-success-6021>.”
5. ↑ “Dimov, P. I. 2004, “Leadership: When management is not enough.”, PA Project Management Institute, viewed on 24/04-2023, <https://www.pmi.org/learning/library/project-managers-leadership-development-8223>.”
6. ↑ “Webster, F. M. 1993, “PM 101: the project manager – a leader.”, PM Network, viewed on 24/04-2023, <https://www.pmi.org/learning/library/project-professionals-leadership-attributes-success-5005>.”
7. ↑ “Webster, F. M. 1993, “PM 101: the project manager – a leader.”, PM Network, viewed on 24/04-2023, <https://www.pmi.org/learning/library/project-professionals-leadership-attributes-success-5005>.”
8. ↑ "Knotter, J. P, 2001, John P. Knotter on what leaders really do. , Boston: Harvard Business School Press."