Course: Leadership and the Human Element in Project Management

Instructor: Dauwn Parker

Week 1: Defining Leadership

Overview

Leadership by its very nature requires interaction between human beings. That interaction
is shaped and defined by the complexity of the human psyche. So it’s not surprising that
just like there are a multitude of psychological theories; there are numerous philosophies
for defining leadership and various models for predicting its success and failure.

One element that remains constant throughout all theories is that leadership requires 2
elements – 1) the leader 2) the followers. The theories diverge on explaining why the
dynamic of leader vs. followers exists and how to assess the effectiveness of that
dynamic. We will take a look at two theories - 1) Behavioral Approach 2)
Transformational Approach, but I encourage you to research more on your own. It may
be interesting to analyze whether the approach is completely distinct or a derivative of the
two discussed here.

Behavioral Approach
In the behavioral approach leadership is defined by the actions of the leader. Maybe more
accurately how the actions are perceived by the group they are leading. This lends itself
to categorizing these actions into leadership styles. Leadership styles are identified by 2
factors – 1) where do you get the informational input to make a decision 2) where do you
place the decision making authority.

1) Autocratic – This leadership style solicits minimal information from others and
solely retains the decision making authority.
2) Consultative Autocratic – This leadership style differentiates itself from autocratic
leadership in that information is solicited and used to make decisions but similar
to autocratic style the leader is the decision making authority.
3) Consensus Manager – This leadership style involves the group in both facets –
eliciting information and making the decision.
4) Shareholder Manager – This is the least desirable leadership style and usually
considered poor management. While the group holds the ultimate authority in
decision making, they do not exchange information that would assist in making
the decision.
Course: Leadership and the Human Element in Project Management
Instructor: Dauwn Parker

Week 1: Defining Leadership

High Consensus Consultative

Autocratic
Information Input from Group

Shareholder Autocratic
Low
Solely Solely
Group Decision Authority Leader

Transformational Approach

The transformational approach investigates the character of the leadership and the types
of relationship that they establish with followers. These relationships are progressive in
nature and the starting point of the any relationship is established by the authority granted
to the leader by title or position. A leader’s development is measured by their ability to
establish a reach and make an impact beyond their position.

One version of this transformational approach is defined by John Maxwell as the Five
Levels of Leadership:

Level 1 – Position/Rights: People in a subordinate position follow your lead because

they have to. This is established by an organizational structure.

Level 2 – Permission/Relationships: You have established relationships with people

where they follow you because they want to. This is due to a connection that you have
established with each individual.

Level 3 – Production/Results: You stand out as a leader in your organization because of

your proven track record. Simply put – there is a confidence that you can get things done!
People will follow you to be a part of the wining team.
Course: Leadership and the Human Element in Project Management
Instructor: Dauwn Parker

Week 1: Defining Leadership

Level 4 – People Development/Reproduction: You have taken your relationships with

your team a step further and understand their goals for personal development and
motivation. You have been able to combine their work tasks with meaningful individual
progress. They now follow you because of what you have done for them personally.

Level 5 – Personhood/Respect: As a leader your actions are completely in sync with

who you are – your character/personality is crystal clear and people are drawn to that.
People follow you because of who you are and what you represent.

Level 5:
Personhood

Level 4: People
Development

Level 3:
Production

Level 2:
Permission

Level 1:
Position

References:
Slevin, Dennis P. and Pinto, Jeffrey K. 1991. Project Leadership: Understanding and
Consciously Choosing Your Style. Leadership Skills for Project Managers pp 29 – 43.

Maxwell, John C. Developing the Leader Within You. Nashville: Thomas Nelson.