Project Management Leadership

Rory Burke founded Burke Publishing in 1988 when he wrote his first book on Project Management. Rory has an MSc in Project Management (Henley) and degrees in Naval Architecture (Solent University) and Computer Aided Engineering (Coventry). He has worked internationally on capital projects in Britain, South Africa, the Middle East and New Zealand. Rory is an author, consultant and visiting lecturer to universities in Britain, South Africa, America, Canada, Australia, New Zealand, Hong Kong and Singapore. Steve Barron has worked on large and small engineering, software and construction projects in the military and financial sectors for over twenty years. He has managed project work in the UK, USA and Europe. He has created a number of project management learning programs that focus on application of theory in practical situations, aimed at both novice and experienced project managers. Steve is currently providing a range of project management focused programs at Lancaster University, UK.

Foreword vii

Authors’ Notes ix

1 Introduction to Project Management Leadership 1

2 Project Governance and Ethics 19

3 Project Leadership BoK 29

4 Project Organization Structures 53

5 Leadership Behaviors 69

6 Leadership Theories and Styles 81

7 Power to Influence 99

8 Resistance to Change 117

9 Emotional Intelligence 131

10 Leadership vs. Management 141

11 Working with Stakeholders 147

12 Project Teams 159

13 Teams vs. Groups 177

14 Team Roles 193

15 Team Development Phases 209

16 Team-Building Techniques 229

17 Coaching and Mentoring 241

18 Negotiation 255

19 Motivation 265

20 Delegation 279

21 Communication 289

22 Conflict Resolution 303

23 Problem Solving 317

24 Decision Making 337

Appendix – Lost at Sea 351

Glossary 355

Index 361