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Understanding Effective Leaders and Manager Traits
...Project Management Dynamics
Presented by
Janet GloydProject Manager/Human Capital-Professional
Development Manager
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Strategist
The Complete Circle of Management
Team Developer
Technology AdvocateDiversity and InclusionChampion
Change Agent
Communication Champion
Relationship and Networking Builder
Corporate Culture Advocate
Promoter of Corporate Culture
Customer Service Ambassador
Ten Dimensions of An Effective Leader
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Facts of Life in Project Management
• High-quality leadership is more critical than ever before
• Strong leadership is in short supply.
• Research confirms what industry insiders have known for years – there is a void in leadership development.
• The common denominators of executive leadership have been identified
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The Leadership Breakdown
• Employees in the industry are often promoted based on the experiences gained while working in different aspects of field operations.
• Climbing to the next rung on the executive ladder also requires a major shift in focus - from short-term to long-term.
• New executives must shift their orientation from one of “running the business” to one of “building the company.”
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Ten Core Dimensions Make Up the Circle
• In an ongoing effort to study leadership development, researchers utilized a wide range of data to develop a portfolio of common leadership traits.
• Research has determined common denominators of successful leadership.
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Dimensions vs. Competencies Dimensions” are not the same as
“competencies.”
Dimensions • The word “dimension” is
used as an illustrative frame of reference because the leadership dimensions are built on clusters of competencies, and exist in multiple layers of management levels.
Competencies• Job-related,
distinguishing tasks and responsibilities of particular jobs.
• Differentiated into two approaches: – behavior models– clinical models
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• The 10 Dimensions model is more adaptable than other leadership models.
• Most executive leadership studies have look at traits, rather than leadership “roles” or “behaviors.”
• The three Leadership dimensions we will focus on are: Change Agent, Communications Champion and the Corporate Cultural Advocate
Ten Dimensions of An Effective
Leader
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1. Change Agent
Change Agent
• Involved in the ongoing process of systematically planning, organizing, implementing, and stabilizing change
• Takes an active, rather than a passive approach to change, creating an organization that is adaptive and innovative.
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The Responsibilities of the Change Agent
Bringing awareness for the need for change; Understanding the environment and
recognizing disequilibrium
Creating a vision of the desired outcome
Aiding in the transformation period; developing specific steps to execute
change
Helping employees embrace new behaviors and accept new ways of
conducting business
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• The Change Agent builds consensus – Using methods of education, communication,
participation, and involvement
• open communication to ensure support and cooperation for successful change
• assure employees of “being in the loop.”• Helps employees conceptualize their new roles
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2. Communication Champion
• Initiator of one of the most fundamental processes of management
• Essential in information sharing and decision-making
• Vital to leveraging productive relationships with customers and co-workers
• Knows that communication is not just about words
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The Communications Champion
• invites open and honest dialogue
• encourages everyone to express their ideas
• actively seeks to break down barriers to effective communication
• recognizes that communication is a joint process and excels at both sending and listening skills
• recognizes that communication travels in different directions
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3. Corporate Culture Advocate
Culture affects the atmosphere and characteristics that are unique to each organization. Organizational culture IS
who and what we are in everyone’s eyes.
Although culture is collective in nature, leaders develop culture
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• Corporate Culture Advocate must continuously manage and monitor the corporate culture
• There may be members who accept the dominant culture but who also adhere to a separate set of values
• Problems arise if countercultures develop - when groups emerge that oppose the organization’s dominant values and power structure
• The Corporate Culture Advocate recognizes that culture is, indeed, a powerful force in shaping behavior