In the project management environment, capable leaders are needed to motivate teams, achieve project success, and enhance their organization's brand and abilities. Leaders must encourage collaboration between functional entities, create a supportive environment, and instill a sense of positive and authentic leadership throughout the organization. Leaders must establish a strong connection with their project teams and with the many organizational interfaces engaged in managing projects and programs. Perhaps, with all of the challenges we face today, project managers may now be experiencing a great call to action by executive management and have an opportunity to demonstrate to the business world what is meant by true and positive project leadership.

The perception of leadership and what it means to be a great leader has changed significantly in the last few years. Generally, leadership in the business world, was directly related to organizational success. Unfortunately, many of those who were thought to be true and effective leaders have failed their organizations and their constituents as they pursued and implemented plans and actions designed to meet their own personal gain. It is essential for this trend to reverse.

Despite the effort placed on planning, coordinating, and integrating the many components of a project, the project manager's typical day is filled with challenges., Each day includes an unending stream of email, deadline issues, some frustrating events (and people), conflicting view points from stakeholders, and demands for changes at very inopportune times. We are also likely to find, within a typical day in the life of a project, some successes, significant achievements, and victories (and maybe an occasional thank-you or other form of recognition). At the end of the day, it is sometimes difficult for a project manager to remember everything actually happened and what was accomplished. The activities successfully completed, the conflicts resolved, and the problems averted, along with many other accomplishments of the day are often blurred by the thoughts associated with the preparations and steps that must be taken to prepare for and begin another set of adventures just waiting for their chance to occur at the start of the next morning.

Dealing with this intense mode of operation on a regular basis places a very heavy demand on the abilities of a project manager and there is a real need to find some way to balance the competing elements that go along with the job. This balance extends to one's personal and family life also. The question then becomes, “How can we (as project managers) find that balance?” In the book, First Things First by Stephen Covey, A. Roger Merrill, and Rebecca R. Merrill (1994), a suggestion is offered: “Know the direction in which you intend to go and your goals on a personal and professional level.” In other words, a clear sense of direction should be defined for your personal life as well as your chosen profession. To a practicing project manager, that advice should sound very familiar. In fact, it is essential for project success. Without direction and a set of objectives, how will we ever know what we are attempting to achieve and where we are going as individuals and leaders? How can we lead a team if we don't have goals to guide ourselves and our team?

There is no question that goals and purpose must be defined upfront, refined, and then communicated with high levels of energy and enthusiasm. Without this combination of clarity, sense of purpose, and personal energy, we cannot effectively lead a team, our organization, or our own lives. This is where positive leadership becomes a critical factor.

Considering the demands of the project manager position, the project manager is clearly in a leadership role and for us to succeed as project managers, we must become conscious of the driving factors surrounding what we do. This awareness is essential to achieve a balance between our personal lives and our business and project assignments. This means understanding our priorities and developing a strategy that will guide us toward our goals, the goals of our organizations, and prepare us for change that we know is inevitable. We must then use that balance to heighten our ability to influence and lead our project teams and others who depend on us for guidance, support, direction, and motivation.

The main focus of this paper is project leadership, and more specifically, “positive leadership.” There are many styles of leadership in the business world and in the project environment. Considering that “leadership” has been a topic of discussion for centuries, a long list of commonly recognized leadership characteristics can be developed by any group or team of people without much effort. The list would probably consist of what are known as the “external manifestations of leadership,” such as “good communicator” and “motivator.” What is more important is not what leadership appears to be, but what is accomplished through leadership. The key factor is to learn about true, authentic, and value-adding leadership and determine what works best for each of us. We need to know what the essential elements from the vast knowledge stores of leadership we should tap into. We can then develop a personal plan that will guide us and help us achieve balance as a manager and leader.

Managing a project is a challenging job and it takes a person with a very wide range of skills (technical and interpersonal) to become an effective project manager. The project manager position also requires a high level of energy to sustain that effectiveness while managing and leading a project team. Considering these demands, most project managers will agree that the title “project manager” is actually a dual role – leader and manager.

The project manager as leader:

Sets direction and vision – clearly defines the reason and rationale behind the project and displays personal enthusiasm

Inspires teamwork – Creates a sense of trust and shared aspirations

Align employees – Creates a high performing team focused on success through synergy

Motivates and supports – Provides direction, emphasizes the benefits of achieving success at the individual, team, and organizational levels

Connects with the team and establishes a sense of mutual respect

The project manager as manager or administrator

Plans and budgets – Coordinates with functional managers to determine resource requirements, materials, and equipment costs

Obtains subject matter expertise and develops an implementation plan.

Organizes project work – Assigns and delegates work responsibilities

Staffs the project – negotiates for the appropriate skilled resources, acquires resources, and determines release dates

Helps ensure project control for the project – Establishes mutually agreed upon monitoring and control procedures and obtains agreement among team members about how change will be managed

A balance between the managerial and leadership components of the project manager position is necessary to achieve success and the project manager, as leader, must continually assess his or her capabilities in both areas.

Leaders should take the time to look back at their behaviors associated with decision-making, analyze what has been accomplished to date, identify where improvements can be made regarding processes and performance, and act on those lessons and observations. A good practice is to ask yourself a question after a decision has been made and an action taken: Did that decision or action really accomplish what I had intended? If the answer is yes, then take a minute, think about the decision, and make a note about why this was the right decision. Think about how the decision was communicated. Was it clearly explained? Did you listen to the feedback you received? If a decision results in a negative reaction, discontent, conflict, and lower morale, you may want to ask yourself: How could I have done that better? What factors did I miss? What behavior was I displaying when I made that decision? Did I have all of the facts needed to make that decision?

It should be clearly understood that leaders occasionally make mistakes. The assignment and acceptance of a leadership position does not indicate that one is infallible. Expect to experience some discomfort, criticism, and growing pains. More importantly, it is the behavior and the actions of the leader after a mistake has been made that provide a true indication of leadership ability. The most effective leaders admit when they have made an error. They seek suggestions to improve or correct the situation, and they freely admit when they are wrong. This is one of the most significant qualities of the positive leader and is the behavior expected by team members.

Key Items for Planning Your Continued Leadership Development

As the worldwide business environment changes, societies change, and the demands placed on the project manager increase, there is a need to keep pace through continuous learning, education, and personal development. A personal plan of action that is measured, reviewed, and revised as needed is part of the pathway to positive leadership. The following list provides a framework for developing a personal leadership enhancement plan:

Identify, learn, and apply new skills quickly to remain in sync with the rapidly changing business environment—stay up to date on trends and important news items Solidify your skills by helping others learn new skills—teaching others reinforces your own knowledge and requires you to develop your communications skills and refresh your knowledge Expand your reach by helping to develop new leaders—a significant part of positive leadership is the desire to help other succeed and become strong leaders Establish the appropriate frame of mind to encourage personal development and development among team members and staff—your attitude is on display at all times. Remain conscious of your behavior and your reactions to issues. Think in terms of “can do” Look ahead and become change-ready now to meet evolving organizational needs and the expectations of stakeholders Plan to partner with each area of your organization—Establishing relationships, setting expectations, establishing development goals, committing to an enterprise wide development process, remove barriers, and prevent silos from forming Establish personal development partnerships—Identify people who can help you grow as a leader (surround yourself with leaders and mentors) Analyze your “GAPS”—Goals (and values), Abilities, Perceptions, Success Factors Prepare a plan for continued personal growth and development

A key component of the self-development process is to analyze the GAPS in your current learning model and style of leadership. In the book, Development FIRST: Strategies for Self-development, David B. Peterson, PhD, and Mary D. Hicks, PhD, state that the leader should take steps to ensure that he or she has a clear understanding of his or her visions, goals, and values (1995). The leader should have a good idea about where he or she is going, professionally and be able to articulate that vision to team members and other stakeholders. In addition, it is important to understand one's own personal set of values and how those values will affect others. Another item to consider is that the leadership development process includes an assessment of personal capabilities and to identify abilities and strengths. Understanding one's capabilities and limitations will help to define and organize the plan for development. The perceptions of other people, especially the project's key stakeholders are also a critical factor. The leader should have an idea about how others perceive them in terms of their ability to lead, their influence within an organization, how they fit into the organization, and how they will manage. An assessment of the relationships between the project leader and others in the organization would be helpful when attempting to understand perceptions. The type of relationship established will be a factor in determining perceptions and developing strategies to manage those perceptions. Finally, the leader should have a clear understanding about how success is determined or defined within the organization at the enterprise and at the team level. There are the leader's own personal success factors to consider, the success factors that others may have defined, and there may be a set of organizational success factors that may be communicated unilaterally to all members of an organization. Understanding the many definitions of success and then developing the methods to determine if success was achieved is part of the process. Typical critical success factors include: constant effective communications, obtaining and sustaining managerial support, clearly defined project objectives, defined and assigned roles and responsibilities, and a motivated and capable team.

Positive Leadership

Becoming an effective leader is not something that happens overnight. It's a long-term process and there will probably be more than a few challenges along the way. Having the right attitude (a positive attitude), is certainly a factor, and having a plan for improving leadership abilities is essential. As we have learned over time, titles don't make people leaders. It is the commitment, creativity, the ability to influence, and a determination to succeed that forms a true leader. Positive leadership is about establishing relationships, understanding other points of view, not always having the answer (or pretending to have the right answer), and creating an environment of creativity and innovation. The truly effective and positive leader is an observer, a mentor, a change agent, and someone who enables others to succeed.

Positive Leadership Through SWOT Analysis

The SWOT Analysis technique, commonly used in strategic planning and in identifying and managing risk, is also an effective model for mapping out a strategy for personal leadership development. Organizational leaders use the model to develop a framework from which to determine their long and short-term objectives. Project managers and team leaders can use the model to analyze their leadership and managerial abilities and create a plan for developing new skills or for enhancing existing skills. It also assists in identifying areas that could cause significant team performance problems.

Leadership SWOT Analysis

Exhibit 1: Leadership SWOT analysis: strengths and opportunities

Exhibit 2: Leadership SWOT analysis: weaknesses and threats

A leadership SWOT analysis will assist the project manager in identifying where additional training, support, or mentorship is required. A similar approach can be taken with the project team. The key is to exploit strengths, resolve and strengthen weaknesses, capitalize on opportunities, and remove or minimize threats. The action items developed to address these areas, when properly executed, will result in higher levels of personal performance, improved ability to lead, and much greater efficiency at the team level.

The Continuous Journey to Achieve Positive Leadership

As you continue your journey to achieve and sustain positive leadership, be prepared to deal with change and to make some changes, but don't lose sight of your objectives. This is a program, a long-term journey that will require adjustments. The intent is continuous personal improvement and development for yourself and for the benefit of those whom you lead now and those you will lead in the future.

The Plan:

Spend a few minutes each day on your personal development. Learn something new. Find out about another functional area in your organization.

Be an opportunist. Look for new ideas.

Be proactive. Don't wait for something to happen; make things happen.

Leading is more art than science, so be creative. Talk to creative people – artists, musicians, and writers.

Take intelligent risks (venture into the unknown; take risks that have a reasonable chance for success, but also be prepared if success is not achieved).

Don't be afraid to fail – too many people miss opportunities due to fear.

Read about leadership.

Observe other leaders. What makes them effective and why are they respected? Talk to people and learn about their views of leadership.

Seek feedback (from people who will be honest, respectful, and constructive). What works in your mind may or may not be perceived as good leadership.

Reflect on your actions and experiences –review and analyze. Assess your behaviors and take time to plan an effective leadership strategy customized for you.

Ask questions and challenge assumptions. People define leadership in many different ways.

Ask yourself – What worked? What didn't? Why?

Ask yourself - How can I do things differently?

What progress have I made? How am I measuring my progress? Who can validate my progress?

Be honest with yourself – You won't always be perfect. Accept your imperfections and avoid making excuses.

Adjust your leadership to the culture and style of your organization. What works in one organization may be disastrous in another.

A Note About Personal Mastery

Leaders are on a journey of continuous improvement known as Personal Mastery. The journey is guided by vision, personal purpose, creativity, and commitment to truth. This is your leadership roadmap and keeps you on track toward your goals. It's about understanding your personality and your habits, developing your strengths, building on your talents, and focusing on your purpose. It's a lifetime program intended to inspire, energize, and maximize your potential.

Summary and Conclusion

As you can see, positive leadership is a state of mind supported by a set of skills and a network of reliable resources. It is a combination of personal values, goals, and an understanding of the surrounding organizational environment. The truly positive leader sees opportunity all around, is decisive during difficult times, trusts his or her team, and is in a constant state of learning. A positive and up-beat view of each assignment, the belief that the team assigned to you can succeed, confidence in yourself, and a willingness to ask for help when necessary are all part of the positive leadership manifesto. The positive leader is likeable (most people will agree with this), approachable, knowledgeable, and supportive of his or her team and above all, respected.

Take the time to assess your capabilities, develop a personal plan for improvement, and look for opportunities to help others develop their leadership skills. We need many more positive leaders. You can make a difference. If you focus on the elements of core leadership, your adaptive leadership qualities will emerge. Core leadership involves strategy, action, and results. Plan where you are going, summon the courage to lead, mobilize others through strong communication, prepare to take risks, and you will achieve the results you and your stakeholders expect.

References

Bradberry, T. & Greaves, J. (2012). Leadership 2.0, 2012, San Diego CA: TalentSmart, Inc.

Covey, S., Merrill, A.R., & Merrill, R.R. (1994). First things first, London, UK: Simon & Schuster

Humphrey, A. S. (2005, December). SWOT analysis (strengths, weaknesses, opportunities, and threats). Retrieved from: http://en.wikipedia.org/wiki/SWOT analysis. SRI International. Originally created as SOFT Analysis, Stanford University. http://en.wikipedia.org/wiki/Albert S. Humphrey

Maxwell, J. C. (1999). The 21 indispensable qualities of a leader. Nashville, TN: Thomas Nelson Publishers.

Peterson, D.B. & Hicks, M.D. (1995). Development FIRST: Strategies for self-development. Minneapolis, MN: Personal Decisions International.

Saladis, F. (2013). Positive leadership in project management, New York, NY: IIL Publishing.