There’s more than one way to get the most out of a project team.
We asked practitioners: What’s your leadership style?
SHARE THE POWER
I lead large, complex projects, so I have a decentralized leadership style. I believe strongly in delegation and coaching.
No one person can make all of the decisions to
keep the project moving forward. Therefore, I
identify leaders within my team and give them
authority over a specific scope based on their
areas of expertise. They are expected to keep me
informed, but are empowered to make the necessary decisions within their assigned area. I involve
myself in crucial aspects or areas where there are
gaps in knowledge so I can better answer questions from stakeholders.
The key to effective coaching is remembering
that everyone is different. Some team members
will need you to walk them through a situation
before they take the reins, while others may
prefer you stand on the sidelines and call in the
adjustments. Finally, you must let go and actually
let team members lead. If you step in and take
over, you have now undermined their authority
with the team—and all your leadership coaching.”
—Glen M. Jones, PMP, supervisor, project management,
Enbridge Energy, Duluth, Minnesota, USA
SAFETY IN NUMBERS
My leadership style is based on con- sensus in a democratic environment. This means solving problems and
making decisions based on group agreement. To
do this, I lead discussions, understand the team’s
position and make decisions according to majority opinion. Main project stakeholders are also
consulted in the vote.
When using this approach, it’s crucial to pay
special attention to the minority voters, who
may negatively influence the project community. You must ensure that even though
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