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• Project Management Leadership: Building Creative Teams
• Copyright
• Contents
• Foreword
• Authors’ Notes
• Chapter 1: Introduction to Project Management Leadership
• How to Use This Book
• 1. History of Project Management
• 2. Project Manager’s Portfolio of Skills
• 3. Project Management Body of Knowledge
• 3.1 Human Resource Management
• 3.2 Project Communication Management
• 3.3 Project Stakeholder Management
• 3.4 APM BoK
• 4. Project Lifecycle
• 5. Project Management Leadership
• Chapter 2: Project Governance and Ethics
• 1. Project Lifecycle
• 2. Project Governance
• 3. Project Ethics
• Chapter 3: Project Leadership BoK
• 1. What is Project Leadership?
• 2. Project Vision and Inspiration
• 3. Leadership Vision vs. Project Lifecycle
• 4. Project Strategy
• 5. Empowerment and Self-Control
• 6. Control Freaks
• 7. Collaboration
• 8. Success
• Chapter 4: Project Organization Structures
• 1. What is a Project Organization Structure?
• 2. Functional Organization Structure
• 2.1 Functional Organization Structure Advantages
• 2.2 Functional Organization Structure Disadvantages
• 3. Matrix Organization Structure
• 3.1 Matrix Organization Structure Leadership
• 4. Pure Project Organization Structure
• 4.1 Pure Project Organization Structure Leadership
• Chapter 5: Leadership Behaviors
• 1. What are Leadership Behaviors?
• 2. Competent Project Leadership
• 3. The Logic of Failure
• 4. Covey’s Seven Habits
• 5. Effective and Unsuccessful Leadership Behaviors
• Key Points
• References
• Chapter 6: Leadership Theories and Styles
• 1. Leadership Theories
• 1.1 ‘Great Person’ Theory
• 1.2 Trait Theories
• 1.3 Behavioral Theories
• 1.4 Contingency and Situational Theories
• 1.5 Transactional Theories
• 1.6 Transformational Leadership Theories
• 2. Action Centered Leadership
• 3. Situational Leadership
• 3.1 Situational Leadership/Development Matching
• 4. Authority
• 5. Emotional Intelligence (EI) Leadership Styles
• 5.1 Visionary Style
• 5.2 Coaching Style
• 5.3 Affiliative Style
• 5.4 Democratic Style
• 5.5 Commanding Style
• 5.6 Pacesetting Style
• 6. Linking Leadership Styles to Projects
• Key Points
• References
• Chapter 7: Power to Influence
• 1. What is Power to Influence?
• 2. Matrix Organization Structure
• 3. Responsibility–Authority Gap
• 4. Power to Influence
• 5. Power and Influence vs. Project Lifecycle
• 6. Formal Authority
• 7. Coercive Power
• 8. Reward Power
• 9. Expert Power
• 10. Charisma Power
• 11. Communication Power
• 12. Leadership Power
• Chapter 8: Resistance to Change
• 1. What is Resistance to Change?
• 2. Why is There Resistance to Change?
• 3. What is the Rationale for Resisting the Change?
• 4. What Can the Leader do About Resistance to Change?
• 4.1 Recognizing Resistance to Change
• 4.2 What Can Leaders Focus On to Promote Change?
• 5. Ideas About How Change Happens
• 5.1 Elisabeth Kubler Ross: The Change Transition Process
• 5.2 Double-Loop Learning
• 6. Everett Rogers – Diffusion of Innovations
• 6.1 Diffusion Roles
• 7. Conclusions
• Key Points
• References
• Chapter 9: Emotional Intelligence
• 1. Emotional Intelligence Domains
• 2. The Four Emotional Intelligence Domains
• 2.1 Emotional Intelligence Leadership Competencies
• 3. Leaders Need Emotional Intelligence (EI)
• 4. Perception of Emotional Competence
• Key Points
• References
• Chapter 10: Leadership vs. Management
• 1. Leadership vs. Management
• 2. Dealing with People
• 3. Entrepreneurship Skills
• Chapter 11: Working with Stakeholders
• 1. Who is a Project Stakeholder?
• 2. Stakeholders vs. Project Lifecycle
• 3. Stakeholders and Interested Parties
• 4. Networking
• Chapter 12: Project Teams
• 1. Project Teams vs. Project Lifecycle
• 2. Why Companies Use Project Teams
• 3. The Individual’s Purpose for Team Membership
• 4. Team Leader’s Ability
• 5. Team Charter
• 6. Why Teams Win
• 7. Why Teams Fail
• Chapter 13: Teams vs. Groups
• 1. The Difference Between Groups and Teams
• 2. Moving from Being a Group to Being a Performing Team
• 3. Working Groups or Teams?
• 4. How Can we Achieve Significant Performance Results?
• 4.1 Themes and Identity
• 4.2 Enthusiasm and Energy Level
• 4.3 Event-Driven Histories
• 4.4 Personal Commitment
• 4.5 Performance Results
• 5. Dangers of High Group Cohesion: Groupthink
• 5.1 Causes of Groupthink
• 5.2 Symptoms of Groupthink
• 5.3 Classic Cases of Groupthink
• 5.4 Preventing Groupthink
• 5.5 Abilene Paradox
• Key Points
• References
• Chapter 14: Team Roles
• 1. Summary of Team Roles
• 2. Belbin’s Team Roles
• 3. Avoiding Confusion Between Similar Types
• 3.1 Plant or Resource Investigator?
• 3.2 Plant or Monitor Evaluator?
• 3.3 Resource Investigator or Coordinator?
• 3.4 Coordinator or Shaper?
• 3.5 Team Worker or Coordinator?
• 3.6 Implementer or Completer Finisher?
• 3.7 Completer Finisher or Specialist?
• 4. Belbin’s Team Styles in a Leadership Context
• 5. Combining Primary and Secondary Styles
• 6. Team Roles Surfacing at Different Stages of a Project
• 6.1 Problem Conception and Identification
• 6.2 Solution Design
• 6.3 Realization / Implementation of the Solution
• 6.4 Resolution of the Problem
• 6.5 Applicability of Belbin’s Model
• 7. How to Use Team Role Models
• Key Points
• Further Reading
• Chapter 15: Team Development Phases
• 1. Team Focus
• 2. Team Performance
• 3. Forming Phase
• 3.1 Individual Considerations (Forming Phase)
• 3.2 Team Considerations (Forming Phase)
• 3.3 Task Considerations (Forming Phase)
• 3.4 Leadership Considerations (Forming Phase)
• 4. Storming Phase
• 4.1 Individual Considerations (Storming Phase)
• 4.2 Team Considerations (Storming Phase)
• 4.3 Task Considerations (Storming Phase)
• 4.4 Leadership Considerations (Storming Phase)
• 5. Norming Phase
• 5.1 Individual Considerations (Norming Phase)
• 5.2 Team Considerations (Norming Phase)
• 5.3 Task Considerations (Norming Phase)
• 5.4 Leadership Considerations (Norming Phase)
• 6. Performing Phase
• 6.1 Individual Considerations (Performing Phase)
• 6.2 Team Considerations (Performing Phase)
• 6.3 Task Considerations (Performing Phase)
• 6.4 Leadership Considerations (Performing Phase)
• 7. Maturing and Declining Phases
• References
• Chapter 16: Team-Building Techniques
• 1. What is Team Building?
• 2. Level One: Interpersonal Team Building
• 3. Level Two: Team Roles
• 4. Level Three: Shared Vision
• 5. Level Four: Task Focused
• 6. Outdoor Team Building
• 6.1 Why Management Team Building?
• 6.2 Why Outdoor Team Building?
• 6.3 Outdoor Action Learning
• 6.4 Why Go Sailing?
• Chapter 17: Coaching and Mentoring
• 1. Coaching Helps us Get Better at What we Already Do
• 2. Coaching Skills
• 2.1 Identify Goals
• 2.2 Focus on the Learner
• 2.3 Identify Available Options
• 2.4 Revisit the Objectives for the Session
• 3. Mentoring
• 4. The Relationship
• 5. Feedback
• 5.1 What are the Skills of Giving Feedback?
• 5.2 Receiving Feedback
• 5.3 Should We Always Give Feedback?
• Key Points
• Further Reading
• Chapter 18: Negotiation
• 1. Win–Lose Strategy
• 2. Win–Win Strategy
• 3. Lose–Lose Strategy
• 4. Negotiation Tactics
• 5. Networking Skills
• 6. Bargaining
• 7. Dispute Resolution
• Chapter 19: Motivation
• 1. Motivation
• 2. Motivation Cycle
• 3. Herzberg’s Motivation and Hygiene Theory
• 4. McClelland’s Motivational Needs Theory
• 5. Maslow’s Hierarchy of Needs
• 6. Motivation and Leadership Style
• 7. Seven Rules of Motivation (for project managers)
• References
• Chapter 20: Delegation
• 1. Reasons for Delegating
• 2. What Can be Delegated?
• 3. Delegation: Simple Rules for Success
• 4. Delegation Contract
• 5. Problems with Delegation
• Key Points
• Chapter 21: Communication
• 1. Communication Theory
• 2. Communication Plan
• 3. Project Meetings
• 4. Teamwork vs. Communication
• References
• Chapter 22: Conflict Resolution
• 1. Conflict in the Workplace
• 2. Dealing with Conflict
• 3. Drama Triangle
• 3.1 Getting out of the Drama
• 4. Transactional Analysis
• 4.1 Ego States
• 4.2 Applying the TA Model
• 4.3 Driver Behavior or Working Styles
• Key Points
• References
• Chapter 23: Problem Solving
• 1. Types of Problems
• 2. The Nature of Problems
• 3. Problem-Solving Process
• 4. Define Objectives and Problem Definition
• 5. Identify Problems or Opportunities
• 6. Gather Data and Present Information
• 6.1 Data Mapping
• 6.2 Sense Making
• 6.3 Identify Constraints
• 6.4 Break Down the Problem
• 6.5 SMART Objectives
• 6.6 Problem Definition
• 7. Identify a Range of Solutions
• 7.1 Brainstorming
• 8. Blocks to Problem Solving
• 9. Solutions and Options
• References
• Chapter 24: Decision Making
• 1. The Decision-Making Process
• 1.1 Determine Objectives
• 1.2 What Decisions are Required?
• 1.3 Gather Information
• 2. Decision-Making Continuum
• 3. Quality Function Deployment (QFD)
• 4. Decision Tree Analysis
• 5. Decision-Making Pitfalls
• 6. Communicate the Decision
• Key Points
• References
• Appendix: Lost At Sea
• Lost at sea experts’ opinion
• Glossary
• Index