Dossier UAMS template
1. Principle centered leadership within a project
1.1 Explanation title
1.1.1 Subject
1.1.2 Goal
1.1.3 Principle centered leadership vs. situational leadership
1.1.3.1 Situational leadership
A situational leader is one who can adopt different leadership styles depending on the situation.
Ken Blanchard, the management guru and Paul Hersey created a model for Situational Leadership in the late 1960's that allows you to analyse the needs of the situation you're dealing with, and then adopt the most appropriate leadership style.
LEADERSHIP BEHAVIOUR
Blanchard and Hersey characterised leadership style in terms of the amount of direction and of support that the leader gives to his or her followers, and so created a simple grid:
Directing Leaders define the roles and tasks of the 'follower', and supervise them closely.
Coaching Leaders still define roles and tasks, but seeks ideas and suggestions from the follower.
Supporting Leaders pass day-to-day decisions, such as task allocation and processes, to the follower.
Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower.
Effective leaders are versatile in being able to move around the grid according to the situation.
DEVELOPMENT LEVEL
Clearly the right leadership style will depend very much on the person being led - the follower - and Blanchard and Hersey extended their model to include the Development Level of the follower. They said that the leader's style should be driven by the Competence and Commitment of the follower, and came up with four levels:
D4 / High CompetenceHigh Commitment / Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.
D3 / High Competence
Variable Commitment / Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly
D2 / Some Competence
Low Commitment / May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them.
D1 / Low Competence
Low Commitment / Generally lacking the specific skills required for the job in hand, and lacks any confidence and / or motivation to tackle it.
Development Levels are also situational.
CONCLUSION SITUATIONAL LEADERSHIP
Blanchard and Hersey said that the Leadership Style (S1 - S4) of the leader must correspond to the Development level (D1 - D4) of the follower - and it's the leader who adapts.
By adopting the right style to suit the follower's development level, work gets done, relationships are built up, and most importantly, the follower's development level will rise to D4, to everyone's benefit.
© http://www.chimaeraconsulting.com/sitleader.htm
1.1.3.1 Priciple-centered leadership
Leadership skills and philosophy,like living, must be centered around principles.
Principle-centered leaders are men and women of character who work on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements.
Principles A rule or norm that is part of the basis for something else. Identifying or defining a rule as a principle says that for the purpose at hand, the principle will not be questioned or futher derived.
Empowerment To give the authority to ‘a follower’ to make decisions if thy are not against the set principles.
Trust In a situation, parties envolved put themselves on the ‘same side of the problem.
The basis is respect, being open, all issues are discussible, integrity.
© UAMS certified project manager course
Principles-centered leadership is practiced from the inside out on four levels:
1. Personal: your relationships with yourself
2. Interpersonal: your relationships and interactions with others
3. Managerial: your responsibility to get a job done with others
4. Organizational: your need to organize people – to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy and systems
It is important to work with all of the natural laws principles. All of these natural laws are
interdependent and must be practiced together, not individually.
Want to know more? (onderstaande in annex)
Hyperlink
De Fa van Boeddha (wet en principes) is zeer diepgaand
…
De Fa van Boeddha is een beschrijving van de karakteristiek van het universum “Zhen-Shan-Ren” (Waarachtigheid-Mededogen-Verdraagzaamheid) die zich op verschillende niveaus op verschillende wijzen manifesteert. Het is wat de Taoïstische School bedoelt met “Tao” (De Weg) en de Boeddha School met “Fa” (Wet en Principes).
….
Li Hongzhi
2 juni 1992
Wealth without virtue (de) will harm all sentient beings, while wealth with virtue is what all people hope for. Therefore, one cannot be affluent without advocating virtue.
Li Hongzhi
27 januari 1995
Principle centered leadership
“Give a man a fish, and you feed him for a day. Teach him how to fish, and you feed him for a lifetime.” -- Lao Tzu
“Leadership is the art of mobilizing and energizing the intellectual creative resources of all the people in the organization.” -- Unnamed Japanese industrialist
“A person cannot do right in one department of life while attempting to do wrong in another department. Life is one indivisible whole.” -- Gandhi
http://groups.ucanr.org/ANR_Leadership/Book_Reviews/Principle-Centered_Leadership.htm
http://www.1000ventures.com/business_guide/crosscuttings/leadership_principle-centered.html
http://www.ereader.com/product/book/excerpt/4471?book=Principle-Centered_Leadership
Principles versus Practices
· Practices – what to do's – are specific activities or actions that work in one circumstance but not necessary in another.
· Principles – why to do's – have universal application; when principles are internalized into habits, they empower people to create a wide variety of practices to deal with different situations.
Leading by Principles versus Leading by Practices
· Leading by Practices: all the judgment and wisdom is provided in the form or rules and regulations; employees don't have to be the experts and don't have to exercise judgment
· Leading by Principles: requires a different type of and more training, but the payoff is more expertise, creativity, and shared responsibility at all levels of the organization
Principles-Centered Leadership
Principles-centered leadership is practiced from the inside out on four levels:
5. Personal: your relationships with yourself
6. Interpersonal: your relationships and interactions with others
7. Managerial: your responsibility to get a job done with others
8. Organizational: your need to organize people – to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy and systems
Holistic, integrated, principle-centered approach
· Principles are not invented by us or by society; they are the laws of the universe that pertain to human relationships and human organizations. They are part of the human condition, consciousness, and conscience.
· Principle-Centered Leadership is based on the reality that we cannot violate these natural laws with impunity. Whether or not we believe in them, they have been proven effective throughout centuries of human history. Individuals are more effective and organizations more empowered when they are guided and governed by these proven principles. They are not easy, quick-fix solutions to personal and interpersonal problems. Rather, they are foundational principles that when applied consistently become behavioral habits enabling fundamental transformations of individuals, relationships, and organizations.
· Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do's, specific applications that fit specific circumstances. Principles are the why to do's, the elements upon which applications or practices are built.
· Principle-centered leaders work with competence "on farms" with "seed and soil" on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements.
· The challenge is to be a light, not a judge; to be a model, not a critic.
It is character that communicates most eloquently.
As Emerson once put it, "What you are shouts so loudly in my ears that I cannot hear what you say."
What we are communicates far more eloquently than anything we say or do.
1.1.3.2 Build-up types of leadership
Want to know more? (onderstaande in annex)
Hyperlink
Authoritarian leadership or management, which is probably the oldest style of leadership.
Human relationship management came into being sometime during the 1930s. It is a
benevolent form of leadership, where people are treated with kindness, respect, and
dignity. It is still the dominant management style in most organizations.
Human resource management began around 1960. It built upon human relationship management and addresses how people are not only treated, but how they are developed and how they are used.
Principle-centered leadership sees people in the whole sense (body, mind, and spirit). It builds upon human relationship and human resource management and further tries to understand what gives people meaning and what gives them a sense that their lives matter.
© Principle centered leadership by Stephen R. Covey
1.2 Introduction
1.2.1 What is a project?
‘A project is a temporary endeavour undertaken to create a unique product or service.’ (or result)
Mind the difference of work within an organisation which involves either operations or projects! They differ primarily in :
§ Operations are ongoing and repetitive
§ Projects are temporary and unique
1.2.2 What is project management
‘Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet (or exceed) stakeholder needs and expectations from a project.
Project management knowledge and practices are best described in terms of their component processes : Initiating, planning, executing, controlling and closing.
Nine ‘knowledge area’s’ are used by the project manager within the project life cycle.
1.2.3 Project life cycle
1.3 Project Scope Management
Key Question
What is the impact of principal-centered leadership on this process?
Can pricipal-centered leadership bring improvement in the scope planning?
Impact table of principal-centered leadership on the process of Scope Management.
INPUTS / TOOLS & Techniques / OUTPUTSScope Planning / HIGH / HIGH / MODERATE
Scope Definition / HIGH / HIGH / MODERATE
Create WBS / MODERATE / MODERATE / MODERATE
Scope Verification / HIGH / HIGH / MODERATE
Scope Control / MODERATE / MODERATE / MODERATE
è The use of principal-centered leadership will contribute gradually to the Maturity Level of the enterprise. (see maturity model). It can be stated that in a mature environment, scope will be more realistic.
Planning /definition
Key in a project is having a realistic scope statement.
è In planning and defining a scope you deal with items such as ‘the organization’s culture, infrastructure, human resources, personnel policies. Without clear principles, vision, openness, the inputs of your scope planning and definition will be less.
è In the used tools and techniques we find ‘expert Judgment’ and stakeholder analysis.
o Expert judgement : if you use pricipal-centered leadership, empowerment and openness can contibute in the relation towards the experts.
o Stakeholder analysis : Principal leadership towards stakeholders are of high imporance. This can result in less change requests, better communication and avoidance of issues.
è The output is the result of imput and tools and techniques, so the importance of leadership is derived form the inputs & tools & techniques.
Scope Verification
Scope verification is the process of obtaining the stakeholders’ formal acceptance of the completed project scope and associated deliverables.
è Stakeholders should by led with principle-centered leadership. This can result in less change requests, better communication and avoidance of issues.
1.4 Project Time Management
Impact table of principal-centered leadership on the process of TIME Management.
INPUTS / TOOLS & Techniques / OUTPUTSActivity Definition / LOW / LOW / LOW
Activity Sequencing / LOW / LOW / LOW
Activity Resource Estimating / HIGH / HIGH / MODERATE
Activity Duration Estimation / LOW / LOW / LOW
Schedule development / LOW / LOW / LOW
Schedule Control / LOW / LOW / LOW
Bij lopende bodytekst zijn er stijlen voor Vetjes (Alt+B) en cursief (Alt+I). Gebruik deze in plaats van de standaardcommando’s.
Magniam deliquis acilissequis nullandrer sissenit diamcommodo con voluptat. Accum dolobor sustie tionsequis dit nonsequis am dunt volor sum zzrit, vulputpat ut wisl ilit eriure magnism olumsandre magnim quissi.
§ faccumsandre essi blaorper sim nostrud ex etum duip ea faccum eugait pratuercil utet aliqui blan velessisci et incillan er autem dolore conullan voloborem er augueros nonse modolor susto odolobo reetue dolorpercin vendigna.
Shortcuts:
Vet Alt+B
Cursief Alt+I