Project Leadership: From Theory to Practice

Book description

This provocative book combines theory and practice and is the first of its kind to develop a complete model of the project leader function in modern corporations. It addresses such diverse, but equally important, roles of project leader as visionary, strategic manager and ethical leader. It is a hands-on guide detailing the specific steps you will need to follow in creating a project vision, reaching all project stakeholders and selling that vision.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Table of Contents
  6. List of Figures
  7. Preface
  8. Chapter 1. What is Leadership?
    1. I Want to be a Cowboy: The Leadership Myth
    2. The Nature of Leadership
    3. Transformational versus Transactional Leadership
    4. The Unifying Nature of Leadership
  9. Chapter 2. Classical Theories of Leadership
    1. Contingent Leadership Theories
    2. Contingent Behavior Theories
    3. Leadership Styles for an Optimal Fit
    4. Contingent Trait Approach to Leadership
    5. Universal Leadership Behavior
    6. Universal Trait Leadership Theories
    7. Conclusion
  10. Chapter 3. Accountability for Results
    1. Functional Accountability
    2. Accountability Gap
    3. Communicating Expectations
    4. Measuring Performance
    5. Control over Results
    6. Feedback and Reaction to Results
    7. A Process Model of Accountability
  11. Chapter 4. Creating a Project Vision: The Image that Guides the Team's Work
    1. The Motivational Impact of a Vision
    2. Explaining how Vision Works
    3. Implications for Project Leaders
    4. Conclusion
  12. Chapter 5. Developing a Project Vision: A Step-by-Step Approach
    1. Visionary Leaders: Born or Made?
    2. Vision Training
    3. Implementing the Vision
    4. Conclusion
  13. Chapter 6. Leadership and Team Building: Gaining Cooperation from Team Members
    1. Characteristics of Effective Teams
    2. Stages in Group Development
    3. Determinants of Cross-Functional Cooperation
    4. Implications for Managers
    5. Conclusion
  14. Chapter 7. Leadership Ethics: Doing Right While Doing the Right Thing
    1. Ethics in Business
    2. Project Management Characteristics that may Lead to Ethical Dysfunction
    3. What Ethics is Not
    4. The Basis of Ethical Reasoning
    5. Values in Society
    6. Ethical Dilemmas
    7. Means versus the Ends
    8. Three Key Questions
    9. Relating the Three Questions
    10. What does Our Motivation have to do with This?
    11. Creating and Implementing an Ethical Vision
    12. Conclusion
  15. Chapter 8. Leadership and Project Strategy: Driving the Project to Success
    1. Leading Plus Managing: Strategies Drive Projects
    2. Keeping the Project on Course: Solve the Right Problem, Understand Key Assumptions, and use New Frameworks
    3. Keeping the Project Moving: Identifying Roadblocks
    4. Changing the Course of a Project: Revolutionary Changes
    5. Implications for Project Managers
    6. Conclusion
  16. Chapter 9. Leadership and the Political Side of Project Management
    1. Authority, Status, and Influence
    2. The Implications of Project Politics
    3. Conclusion
  17. Chapter 10. Leadership and the Future of Project Management
    1. Key Points to Remember
    2. Conclusion
  18. References

Product information

  • Title: Project Leadership: From Theory to Practice
  • Author(s): Jeffrey K. Pinto, Peg Thomas, Jeffrey Trailer, Todd Palmer, Michele Govekar
  • Release date: January 1998
  • Publisher(s): Project Management Institute
  • ISBN: None