effect of leadership styles in project management
CHAPTER ONE
1.0 INTRODUCTION
1.1 OVERVIEW OF PROJECT MANAGEMENT
What is project management? Project Management Institute (2008) defines it as the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations which involves balancing competing demands among scope, time, cost and quality.
With each project, unique tasks are completed in a specified period and contribute to the final result. In contrast, ongoing operations are continuous and do not have a designated end date of completion. People assigned to a specific project may come from different parts of an organization or even from outside the organization; after completion of the project, these people will go to other projects or back to the original functions in their organizations (Levy, 1994). In this case, project management will take on a different form than ordinary management, since each project has its own characteristics and features.
Chartered Institute of Building (2008) defined project management as “the overall planning, control, co-ordination from inception to completion aimed at meeting a client’s requirements and ensuring completion on time within cost and required quality and standard. The management of a construction project has unique features such as the relationship with the client and the inter-organization nature of the process. The project manager is usually in the position of leading contributors over whom he has limited authority. A significant outcome of this is that each contributor will be subject to leadership form of both the project manager and the manager of his employer’s organization. Project managers will be leading a group of mature, experienced professionals, consequently, his leadership will tend to be democratic and rely on impulse and persuasion rather than authority.
Project management is a relatively new concept. In the 1950s, this is now widely used in all industries, both public and
1.0 INTRODUCTION
1.1 OVERVIEW OF PROJECT MANAGEMENT
What is project management? Project Management Institute (2008) defines it as the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations which involves balancing competing demands among scope, time, cost and quality.
With each project, unique tasks are completed in a specified period and contribute to the final result. In contrast, ongoing operations are continuous and do not have a designated end date of completion. People assigned to a specific project may come from different parts of an organization or even from outside the organization; after completion of the project, these people will go to other projects or back to the original functions in their organizations (Levy, 1994). In this case, project management will take on a different form than ordinary management, since each project has its own characteristics and features.
Chartered Institute of Building (2008) defined project management as “the overall planning, control, co-ordination from inception to completion aimed at meeting a client’s requirements and ensuring completion on time within cost and required quality and standard. The management of a construction project has unique features such as the relationship with the client and the inter-organization nature of the process. The project manager is usually in the position of leading contributors over whom he has limited authority. A significant outcome of this is that each contributor will be subject to leadership form of both the project manager and the manager of his employer’s organization. Project managers will be leading a group of mature, experienced professionals, consequently, his leadership will tend to be democratic and rely on impulse and persuasion rather than authority.
Project management is a relatively new concept. In the 1950s, this is now widely used in all industries, both public and
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