Project Managers’ Leadership Profiling Tool

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Table of Contents

Introduction
Key Leadership and Management Skills
Reasons for Selecting the Above Questions
Conclusion
Reference List

Introduction

Project managers should possess a wide range of competencies to support their teams. Such skills can make it easier for them to guide, mentor, and inspire others. By doing so, leaders will address the major challenges affecting their projects and eventually deliver positive results (Yang, Huang, and Wu, 2011). To be successful, project managers should have specific competencies in three key areas. These include “emotional intelligence, managerial, and conceptual ability” (Lanctot and Irving, 2010, p. 37). These competency areas can empower project managers to support their followers. Each category is characterized by specific leadership competencies. This essay goes further to present a powerful leadership profiling tool useful for project managers who want to develop key managerial skills.

Key Leadership and Management Skills

The success of a given project depends on the inputs presented by the managers. The above three categories present several leadership skills appropriate for project leaders. It is appropriate for project managers to consider such competencies to realize the targeted deliverables. The individuals can use a leadership profiling tool to analyze their skill sets and identify new competencies that must be developed. The ultimate goal is to ensure the targeted project is completed on time (Farok and Garcia, 2015). A detailed analysis of several key management and leadership skills is presented below.

Managerial Skills

The first administrative or managerial skill required by project managers is the ability to utilize resources adequately. Resource management is a powerful skill that guides leaders to mobilize, use, and manage scarce resources. Communication is needed to ensure every follower and stakeholder is supported throughout the project lifecycle. The leader should be able to empower others. This skill is critical towards promoting accountability, confidence, trust, and responsibility (Tyssen, Wald, and Spieth, 2014).

Ethical leadership is relevant because it empowers project leaders to guide their teams. This practice encourages project managers to make accurate decisions and support the welfare of the followers (Landis, Hill, and Harvey, 2014). The individuals will work hard and follow the existing code of conduct. This skill plays a significant role in supporting the project. The other important competence is the ability to develop others. The manager should use this skill to allocate resources and tasks to the right people. The leader can coach and train the individuals to achieve the targeted goals.

Some other key administrative skills include decision-making, problem-solving, critical thinking, communication, and listening (Wickramasinghe and Widyaratne, 2012). These competencies work synergistically to support the targeted project and eventually deliver positive results. Project managers who possess these managerial competencies will find it easier to achieve their objectives on time.

Conceptual or Technical Ability Skills

This bracket focuses on the best skills for supporting the project. The first powerful conceptual ability skill is the power to make critical judgments. The manager is expected to gather and use information wisely. This process will ensure sustainable decisions are made throughout the project’s lifetime. The leader should have a vision for the project. The manager will make a good plan and execute it. Changes should be monitored and considered whenever making desirable decisions (Lanctot and Irving, 2010).

A strategic perspective is another powerful technical skill possessed by successful managers. The leader can use the skill to identify new opportunities or threats capable of affecting the project. The project should be supported in such a way that it augments the organization’s mission statement (Tyssen, Wald, and Spieth, 2014).

Emotional Competencies

Emotional intelligence (EI) is something relevant to project managers. The possession of EI skills explains why leaders use their strengths to mentor others. The first skill is self-awareness. This concept guides managers to recognize their weaknesses and strengths. This knowledge is used to make informed decisions (Tyssen, Wald, and Spieth, 2014). Emotional resilience empowers project managers to address their issues. They go further to outline the best action plans and guide their followers.

Individuals should be able to guide and motivate others. When the members of the targeted team are mentored and guided, it becomes easier to realize their targeted objectives. Conscientiousness is a powerful trait whereby an individual is committed towards a specific goal (Tyssen, Wald, and Spieth, 2014). This trait can make it easier for project managers to record targeted goals on time.

Leadership Profiling Tool

The above skills are useful for managers who want to complete their projects successfully. Each skill is used to influence others, monitor performance, manage risks, acquire resources, and support new changes (Parris and Peachey, 2013). When the followers are empowered, it becomes easier for them to focus on the targeted goals. However, it is agreeable that all project managers might not possess each of these skills. That being the case, the leadership profiling tool presented can be used by managers to identify their strengths and weaknesses. The tool can help managers understand their current leadership traits. The next step is developing new competencies to emerge successfully.

No.	Category/Questions	Strongly Disagree (1)	Not Sure (2)	Agree (3)	Strongly Agree (4)
	Leadership/Managerial Skills
1.	I am capable of guiding others and mobilizing resources for the targeted project (Cianci et al.,2014).
2.	I solve problems and offer timely feedback to my followers.
3.	I communicate, guide, and encourage others to execute their tasks.
	Conceptual Abilities
1.	I can identify and solve problems whenever they arise (Leadership theory, 2015).
2.	I always take part in the project and align its objectives with the organization’s mission.
3.	I am flexible with new changes and constantly support every outlined value.
	Emotional Intelligence
1.	I always carry out personal analysis to identify and rectify my organizational weaknesses.
2.	I focus on the cultural and socials aspects affecting my teams and implement the most desirable action plans (Muller et al., 2014).
3.	I can address the emotions of my followers and address conflicts sincerely.

Reasons for Selecting the Above Questions

The above questions can be used by project managers who want to improve their competencies and realize their objectives. To begin with, the questions have been categorized into three groups. Each category identifies the unique skills that can be used to achieve specific goals. The decision to include such questions is guided by the competencies and skills that must be possessed by successful project managers. In the first category, the leader should be capable of guiding his or her followers and equip them with the best resources (Walumbwa, Hartnell, and Oke, 2010). A leader who answers this question effectively will empower targeted followers. The individual should be able to solve problems and address the issues raised by the followers. The third question focuses on the project manager’s ability to guide and communicate with others.

The second category outlines the major critical analysis skills. The questions have been carefully designed in such a way that they can support the analytical skills of project managers. For instance, individuals should be able to identify and address problems before they get out of hand (Muller et al., 2014). They should make sure every project goal supports the mission of the company. The third question focuses on the project manager’s ability to predict and support every new change. Leaders who lack such competencies can use the questions to make the necessary improvements.

A leadership profiling tool will be incomplete if it does not feature the emotional intelligence competencies (Parris and Peachey, 2013). Project managers should possess a wide range of emotional intelligence skills. That being the case, the profiling tool uses three questions to summarize the above skills. The first question explores how project leaders identify and address their weaknesses. The second one focuses on the ability to address the cultural and social issues affecting the targeted members of the team. The emotions of the followers should also be considered in an attempt to address conflicts.

Conclusion

The above leadership profiling tool identifies the unique questions that can be used by project managers to gauge their competencies. The presented questions outline the best skills that should be possessed by project managers. When used professionally, the leadership profiling tool can guide leaders to identify their weaknesses and strengths (Building relationship and ethical leadership, 2015). The gathered information will ensure the best skills and competencies are developed by project managers.

Reference List

Building relationship and ethical leadership (2015) Baltimore: Laureate Education Press.

Cianci, A., Hannah, S., Roberts, R. and Tsakumis, G. (2014) ‘The effects of authentic leadership on followers’ ethical decision-making in the face of temptation: An experimental study’, The Leadership Quarterly, 25(1), pp. 581-594.

Farok, G. and Garcia, A. (2015) ‘Developing group leadership and communication skills for monitoring EVM in project management’, Journal of Mechanical Engineering, 45(1), pp. 53-60.

Lanctot, D. and Irving, A. (2010). ‘Character and leadership: Situating servant leadership in a proposed virtues framework’, International Journal of Leadership Studies, 6(1), pp. 28-50.

Landis, E., Hill, D. and Harvey, M. (2014) ‘A synthesis of leadership theories and styles’, Journal of Management Policy and Practice, 15(2), pp. 96-100.

Leadership theory (2015) Baltimore: Laureate Education Press.

Muller, R., Turner, R., Anderson, E. and Shao, J. (2014) ‘Ethics, trust, and governance in temporary organizations’, Project Management Journal, 45(4), pp. 39-54.

Parris, D. and Peachey, J. (2013) ‘A systematic literature review of servant leadership theory in organizational contexts’, Journal of Business Ethics, 113(1), pp. 377-393.

Tyssen, A., Wald, A. and Spieth, P. (2014) ‘The challenge of transactional and transformational leadership in projects’, International Journal of Project Management, 32(1), pp. 365-375.

Walumbwa, O., Hartnell, A. and Oke, A. (2010) ‘Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation’, Journal of Applied Psychology, 95(3), pp. 517-529.

Wickramasinghe, V. and Widyaratne, R. (2012) ‘Effects of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on knowledge sharing in project teams’, The Journal of Information and Knowledge Management Systems, 42(2), pp. 214-236.

Yang, L., Huang, C. and Wu, K. (2011) ‘The association among project manager’s leadership style, teamwork and project success’, International Journal of Project Management, 29(1), pp. 258-267.

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