DTU ProjectLab - User contributions [en-gb]

Articles Spring Term 2023

2023-05-08T20:10:35Z

Heklamist: /* Overview of 2023 Wiki Collections */

=Overview of 2023 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2023 Wiki Collections
|Group 3
|Kinan
|Rabah
|s194758
|New? / revised?
|[[BCG Matrix in Portfolio Management]]
|-
|-
|Group 23
|Foteini
|Pange
|s222872
|New? / revised?
|[[Stakeholder and Social Network Analysis]]
|-
|-
|Group 14
|Ali
|Abdul-Ghani
|s184640
|New
|[[Value canvas]]
|-
|-
|Group 19
|Fritzdorf
|Julia
|s226721
|New
|[[Perception filters in project management]]
|-

|-
|Group 14
|Fatima
|Sheraz
|s220010
|New
|[[Innovation Management]]
|-

|-
|Group 23
|Papadaki Fanioudaki
|Maria
|s230214
|New? / revised?
|[[Cost build up estimation in projects]]
|-
|-
|Group 20
|Manuela
|Vazquez
|s222648
|New
|[[WBS - Work Breakdown Structure]]
|-
|-
|Group 23
|Michalis
|Pianos
|s220253
|New
|[[Change requests in Project Management]]
|-
|-
|Group 24
|Josefine
|Rolver
|s183652
|New
|[[Managing stakeholders through persona]]
|-
|-
|Group 17
|Sofie
|Heide-Ottosen
|s193943
|New
|[[Groups vs teams]]
|-
|-
|Group 19
|Nikolaos
|Kavros
|s213235
|New? / revised?
|[[Project Analytics]]
|-
|-
|Group
|Kristoffer
|Skjøde Rander
|s175027
|New? / revised?
|[[Strategic Misrepresentation]]
|-
|-
|Group 9
|Aleksander
|Moczko
|s214147
|New
|[[Satisficing]]
|-
|-
|Group 4
|Anna
|Diedrichsen
|s193956
|New? / revised?
|[[MBTI in Conflict Management]]
|-
|-
|Group 24
|Martin
|Sørensen
|s183676
|New
|[[Matrix organizations]]
|-
|-
|Group 14
|Mohamed
|Anshur
|s185115
|New
|[[Project Success - How do you attain it?]]
|-
|-
|Group name
|Pablo Andres
|Gomez
|s223631
|New? / revised?
|[[Net Present Value (NPV) - Discounted cash flow]]
|-
|-
|Group 20
|Helena Søndberg
|Svendsen
|s223135
|New
|[[Concurrent Engineering]]
|-
|-
|Group 21
|Johannes Nicolás
|Wildfeuer
|s213244
|New
|[[When – the scientific secrets of perfect timing]]
|-
|-
|Group 29
|Sunneva
|Gaardlykke
|s163822
|New
|[[Eisenhower Decision Matrix]]
|-
|-
|Group 21
|Nicolas
|Stephan
|S226693
|New
|[[Diversity]]
|-
|-
|Group 21
|Ingo
|Baur
|S226768
|New
|[[Self-Awareness!]]
|-
|-
|Group 9
|Mikkel
|Bjerregaard
|S184965
|New
|[[The HEXACO Model of Personality Structure]]
|-
|-
|Group 11
|Anton
|Reiling
|s222572
|New
|[[Data-Driven Decision-Making under Uncertainty]]
|-
|-
|Group 9
|Mathias
|Iversen
|S174750
|revised
|[[EQ and Leadership Effectiveness]]
|-
|-
|Group X
|Marcus
|Christiansen
|s194506
|New? / revised?
|[[Project organization]]
|-
|-
|Group 29
|Paraskevi
|Keramari
|s230249
|New? / revised?
|[[Hawthorne studies]]
|-
|-
|Group 16
|Christian
|Honoré
|s175077
|New
|[[Circular Economy in Project Management]]
|-
|-
|Group 12
|Mansoor
|Samadi
|s174669
|New
|[[MCDM-AHP method in decision making]]
|-
|-
|Group 10
|Sebastian Christian Harhoff
|Pieters
|s184149
|New
|[[FMEA]]
|-
|-
|Group 12
|Lillian
|Nygaard
|S174726
|New? / revised?
|[[The Stage Gate process: A powerful method used for efficient project management]]
|-
|-
|Group 111
|Lukas
|Bonitz
|s230263
|New? / revised?
|[[(WBS) - Work Breakdown Structure]]
|-
|-
|Group 31
|Francesco
|Magnani
|s230227
|New? / revised?
|[[Boosting Team Engagement through Gamification: Mitigating the Effects of Social Loafing]]
|-
|-
|Group 31
|Gaia
|Sassone
|s222532
|New
|[[Applying the Pareto Principle in Risk Management]]
|-
|-
|Group 22
|Ísabella Rós
|Ingimundardóttir
|s222538
|New
|[[Personality Types and Leadership]]
|-
|-
|Group TBD
|Sasha
|Mantel
|s222742
|New
|[[Project Stakeholder Management]]
|-
|-
|Group 23
|Julie
|Hustoft
|s194359
|New
|[[The Benefits of Self-Awareness]]
|-
|-
|Group TBD
|Mikkel
|Anderson
|s184230
|New? / revised?
|[[Continuous Integration/Continuous Delivery (CI/CD)]]
|-
|-
|Group 12
|Emma
|Bigum
|s160048
|New
|[[Lippitt-Knoster Complex Change Management]]
|-
|-
|Group 22
|Ingibjörg
|Einarsdóttir
|s223228
|New? / revised?
|[[Mediating conflicts and controversy]]
|-
|-
|Group 4
|Peter
|Aggerholm
|s170890
|New? / revised?
|[[When: The Scientific Secrets of Perfect Timing]]
|-
|-
|Group 36
|Hekla Mist
|Valgeirsdóttir
|s223229
|New
|[[Management vs. leadership]]
|-
|-
|Group 20
|Theis Rosenkvist
|Sørensen
|s195768
|New? / revised?
|[[Managing threats and opportunities in risk treatment]]
|-
|-
|Group 9
|Julie Amanda
|Busch
|s190974
|New
|[[Utilizing Value Functions for Evaluating the Performance of Project Alternatives]]
|-
|-
|Group 6
|Martin
|Fehst
|s222575
|New? / revised?
|[[Leading multidisciplinary Project Teams]]
|-
|-
|Group 11
|Eric Vincent
|Vong
|s222594
|New
|[[PDCA cycle]]
|-
|-
|Group 23
|Efthymios
|Samaras
|s223292
|New? / revised?
|[[Benefit Cost Ratio (BCR)]]
|-
|-
|Group 1
|Cirkeline
|Bräuner
|s193974
|Revised
|[[The Role of Program Management in an Organisational Change]]
|-
|-
|Group 2
|Hrannar
|Þórarinsson
|s222536
|New
|[[Balanced scorecard: connecting the performance measures]]
|-
|-
|Group 15
|Mar
|Rivera Hedo
|s222520
|New? / revised?
|[[The Influence of Psychological Safety in Team Development]]
|-
|-
|Group 22
|Thordis
|Ragnarsdottir
|s222535
|New
|[[Strengths-Based Leadership]]
|-
|-
|Group 5
|Oriol
|Solans Ormo
|s222527
|New
|[[Sustainability Issue]]
|-
|-
|Group 15
|Naïl
|Mulatier
|s222590
|New
|[[Addressing diversity and inclusion in a short-term project]]

|-
|-
|Group 22
|Valdís
|Sigurdardóttir
|s2223305
|New
|[[Challenges and opportunities regarding diversity within teams work]]
|-
|-
|Group 12
|Sophia
|Fjeldsøe
|s184141
|New
|[[Stakeholder Mapping]]

|-
|-
|Group 29
|Miriam
|Khader
|s194717
|New
|[[Leadership styles and development]]
|-
|-
|Group 5
|Maria
|Arrillaga Tarazona
|s222708
|New? / revised?
|[[Program Evaluation and Review Technique (PERT)]]

|-
|-
|Group 24
|Josefine
|Steinfurth
|s183648
|New
|[[Project based organisations]]

|-
|-
|Group 5
|Patricio Alejandro
|Fabro
|s220269
|New
|[[Metrics in Portfolio management]]

|-
|-
|Group 10
|Jurek Noah
|von Petersdorff-Campen
|s222570
|New
|[[Competency Mapping for Project Management]]

|-
|-
|Group 15
|Inke
|Lindberg
|s223191
|New
|[[Post-occupancy evaluation (POE)]]
|-
|-
|Group 16
|Ahmet
|Ibre
|s222442
|New
|[[Social loafing in multidisciplinary teams]]

|-
|-
|Group 16
|Marie-Therese
|Guidje
|s180863
|New? / revised?
|[[Sustainable Project management]]
|-
|-
|Group 12
|Peter
|Andresen
|s190517
|New
|[[Project performance with Value Stream management]]
|-
|-
|Group 3
|Annas
|Jadi
|s194831
|New/ Revised
|[[Key performance indicators for portfolio management]]
|-
|-
|Group X
|Fabio
|Colombo
|s212492
|New/ Revised
|[[Robust Decision Making: better decisions under uncertainty]]
|-
|-
|Group 20
|Rune
|Knudsen
|s193983
|New
|[[Pooled, Sequential & Reciprocal dependence]]
|-
|-
|Group 24
|Mia
|Hemmingsen
|s183639
|New/ Revised
|[[Seven stages of change]]
|-
|-
|Group 1
|Christina
|Kjær
|s183504
|New
|[[The 6C Model]]
|-
|-
|Group 21
|Jakob
|Berling
|s230256
|New
|[[Successful Teamwork]]
|-
|-
|Group 1
|Joakim
|Cayouette
|s193978
|Revised
|[[Forecasting]]
|-
|-
|Group 30
|Amalie
|Pedersen
|s193967
|New
|[[Lean project management and its implementation]]
|-
|-
|Group 30
|Filip Furbo
|Enevoldsen
|s193967
|New
|[[Optimism bias in teams]]
|-
|-
|Group 23
|Nicolai
|Frausing
|s175034
|New
|[[Benefit Realization Management]]
|-
|-
|Group 4
|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Burndown chart]]
|-
|-
|Group 6
|Gianluca
|Santinon
|s222630
|New
|[[The Rolling-Wave planning technique]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[How to achieve sustainable management using ISO21500]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 8
|Frederik
|Høgdal
|s173876
|New
|[[Levels of uncertainties]]
|-
|-
|Group 30
|Jianan
|Yang
|s230033
|New
|[[Communication Funnel Problems in Project Management]]
|-
|-
|Group 18
|Ellen Cathrine
|Luke
|s184404
|New & Revised
|[[Project War Rooms: Physical vs. Virtual]]
|-
|-
|Group 17
|Canovas Iglesias
|Carla
|s226573
|New
|[[Stage-Gate Project Management Model]]
|-
|-
|Group 2
|Ólafur Þorri
|Sigurjónsson
|s222540
|New
|[[Decision tree analysis]]
|-
|-
|Group 11
|Dario
|Fiorica
|s222631
|New
|[[Groups or teams?]]
|-
|-
|Group 10
|Benjamin
|Søndberg
|s184314
|New
|[[Top-down vs ground up estimations]]
|-
|-
|Group 24
|Kristian
|Brandstrup
|s183653
|New
|[[Adaptation and agile]]
|-
|-
|Group 14
|Mads
|Marum
|s222620
|New / Reviced
|[[High Performing Teams (HPT)]]
|-
|-
|Group 30
|Jeppe
|Paludan-Müller
|s185048
|New
|[[Feasibility risk assessments of transport projects using Monte Carlo-simulations]]
|-
|-
|Group 5
|Rejath
|Ramachandran
|s226673
|New? / revised?
|[[A modern re-think of Fayolism]]
|-
|-
|Group 29
|Onur
|Osman Mustafa
|s223710
|New
|[[Resource Leveling in Construction Projects]]
|-
|-
|Group 15
|Philip
|Wiehe Larsen
|s154259
|New
|[[Situational mapping]]
|-
|-
|Group 9
|Michael
|Vinther
|s163490
|New
|[[Transformational Leadership]]
|-
|-
|Group 21
|Alberto
|Pillon
|s222629
|New
|[[Driving Continuous Improvement with retrospective meetings]]
|-
|-
|Group 2
|Unnar Óli
|Arnarsson
|s222543
|New
|[[The Role of Due Diligence in Project Management]]
|-
|-
|Group 9
|Mateusz
|Szaryk
|s213423
|New
|[[Incentive contract]]
|-
|-
|Group 23
|Mariely
|Sousa
|s230555
|New
|[[Return on Investment (ROI)]]
|-
|-
|Group 31
|Vinay Kumar
|Meena
|s230019
|New
|[[The implication of ethics in project management]]
|-
|-
|Group 10
|Niels Peter
|Lindegaard
|s194473
|New
|[[Risk assessment using Failure mode and effects analysis]]
|-
|-
|Group 6
|Nils Hendrik
|Lange
|s223634
|New
|[[Eisenhower Decision Matrix in Project, Program and Portfolio Management]]
|-
|-
|Group 20
|Caroline Hellerung
|Holm
|s175026
|New
|[[Resistance to Change Mapping]]
|-
|-
|Group 24
|Radost
|Deneva
|s230780
|New
|[[Eisenhower decision matrix]]
|-
|-
|Group 4
|Marie
|Hoel
|s193960
|New
|[[The Hawthorne effect in management]]
|-
|-
|Group 4
|Carl Bygum
|Knudsen
|s193995
|New
|[[Assessment of stakeholders (analysis)]]
|-
|-
|Group 14
|Md Huzzatul Islam
|Shuvo
|s222392
|New
|[[Environmental sustainability]]
|-
|-
|Group 23
|Esther Kiara
|Pattipeilohy
|s230264
|New
|[[The Active Listening Technique]]
|-
|-

|-
|Group 6
|Lars Ole
|Holdensen
|s224931
|New
|[[Management vs Leadership qualities]]
|-

|-
|Group 11
|Ingeborg
|Rasmussen
|s22218
|New
|[[Conflict management using the Myers-Briggs Type Indicator (MBTI)]]
|-

|-
|Group 22
|Blomsterberg
|Gudrun
|s222534
|New
|[[Negotiations]]
|-

|-
|Group 1
|Thorgaard
|Sigrid
|s186044
|New
|[[Critical Chain]]
|-

|-
|Group 12
|Laurberg
|Emilie
|s193880
|New
|[[Choosing the right communication network for your project]]
|-

|-
|Group 2
|Bjarki Rúnar
|Sverrisson
|s222547
|New? / revised?
|[[Biases in Project Management and How to Overcome Them with the Two Systems of Thinking]]
|-

|-
|Group 25
|Anirudh Ram
|Sriram
|s220045
|New
|[[SMART goals in strategy planning]]
|-

|-
|Group 25
|Mohamed
|Filali
|s212771
|New
|[[Agile prototyping in construction and project management]]
|-

|-
|Group 16
|Pavel
|Delimarschi
|s222606
|New
|[[Nominal group technique]]
|-
|Group 31
|Nik Rasmus
|Meier-Sawatzki
|s223232
|New
|[[Effort-Reward-Imbalance]]
|-
|-
|Group 31
|Antonia Leonie
|Kaul
|s222581
|New
|[[FMEA – Failure Mode and Effects Analysis]]
|-
|-

|-
|Group 3
|Ioannis
|Marinopoulos
|s220152
|New
|[[Centralizing Project Communication and Decision Making with War Rooms]]
|-
|Group 31
|Alessia
|Pacani
|s230269
|New
|[[Hofstede's Cultural Dimensions Theory]]
|-
|-
|Group 3
|Stefano
|Vigato
|s230253
|New? / revised?
|[[The Agile Stage-Gate Model]]
|-
|Group 1
|Sophia Lykke
|Anderse
|s183592
|New
|[[Critical path vs. critical chain]]
|-
|Group 1
|Sebastian Petchkorn
|Følsgaard
|s193958
|New
|[[SWOT Analysis 101]]
|-
|Group 30
|Qian
|Xiao
|s230120
|New
|[[Work Break Down Structure(WBS)]]
|-
|Group 12
|Rhishihesan
|Kugathason
|s193873
|New
|[[Optimizing a company and it's PPM with a PMO system]]
|-
|-
|Group 18
|Christian Bülow
|Fuglsang
|s194519
|New
|[[Micro_management]]
|-
|Group 17
|Carolina
|Valderrama
|s193873
|New
|[[Managerial Solutions for Social Loafing]]
|-
|-
|Group 17
|Felipe
|Chacon Cabrera
|s223298
|New
|[[The Bright Side Of Bias]]
|-
|Group 31
|Marta
|Kryskow
|s230230
|New
|[[The Eisenhower urgent/important matrix]]
|-
|Group 8
|Vittorio
|Sguazzo
|s214148
|New
|[[Impact(sustainability)]]
|-
|Group 3
|Syed Rayyan
|Ahmed
|s220144
|New
|[[Planning for communication in projects]]
|-

Management and leadership: Understanding the differences

2023-05-08T20:08:44Z

Heklamist: Heklamist moved page Management and leadership: Understanding the differences to Management and leadership

#REDIRECT [[Management and leadership]]

Management and leadership

2023-05-08T20:08:44Z

Heklamist: Heklamist moved page Management and leadership: Understanding the differences to Management and leadership

Management and leadership

2023-05-08T20:07:31Z

Heklamist: Blanked the page

Management and leadership

2023-05-08T19:56:37Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances and the team, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017, February). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001, December). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009, October 13). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management and leadership

2023-05-08T19:55:54Z

Heklamist: /* Comparison */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances and the team, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017, February). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001, December). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management and leadership

2023-05-08T19:55:24Z

Heklamist: /* Styles */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances and the team, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017, February). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management and leadership

2023-05-08T19:51:53Z

Heklamist: Created page with "==Abstract== Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and ar..."

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances and the team, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Articles Spring Term 2023

2023-05-08T19:51:36Z

Heklamist:

=Overview of 2023 Wiki Collections=

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|[[The Role of Program Management in an Organisational Change]]
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|-
|Group 2
|Hrannar
|Þórarinsson
|s222536
|New
|[[Balanced scorecard: connecting the performance measures]]
|-
|-
|Group 15
|Mar
|Rivera Hedo
|s222520
|New? / revised?
|[[The Influence of Psychological Safety in Team Development]]
|-
|-
|Group 22
|Thordis
|Ragnarsdottir
|s222535
|New
|[[Strengths-Based Leadership]]
|-
|-
|Group 5
|Oriol
|Solans Ormo
|s222527
|New
|[[Sustainability Issue]]
|-
|-
|Group 15
|Naïl
|Mulatier
|s222590
|New
|[[Addressing diversity and inclusion in a short-term project]]

|-
|-
|Group 22
|Valdís
|Sigurdardóttir
|s2223305
|New
|[[Challenges and opportunities regarding diversity within teams work]]
|-
|-
|Group 12
|Sophia
|Fjeldsøe
|s184141
|New
|[[Stakeholder Mapping]]

|-
|-
|Group 29
|Miriam
|Khader
|s194717
|New
|[[Leadership styles and development]]
|-
|-
|Group 5
|Maria
|Arrillaga Tarazona
|s222708
|New? / revised?
|[[Program Evaluation and Review Technique (PERT)]]

|-
|-
|Group 24
|Josefine
|Steinfurth
|s183648
|New
|[[Project based organisations]]

|-
|-
|Group 5
|Patricio Alejandro
|Fabro
|s220269
|New
|[[Metrics in Portfolio management]]

|-
|-
|Group 10
|Jurek Noah
|von Petersdorff-Campen
|s222570
|New
|[[Competency Mapping for Project Management]]

|-
|-
|Group 15
|Inke
|Lindberg
|s223191
|New
|[[Post-occupancy evaluation (POE)]]
|-
|-
|Group 16
|Ahmet
|Ibre
|s222442
|New
|[[Social loafing in multidisciplinary teams]]

|-
|-
|Group 16
|Marie-Therese
|Guidje
|s180863
|New? / revised?
|[[Sustainable Project management]]
|-
|-
|Group 12
|Peter
|Andresen
|s190517
|New
|[[Project performance with Value Stream management]]
|-
|-
|Group 3
|Annas
|Jadi
|s194831
|New/ Revised
|[[Key performance indicators for portfolio management]]
|-
|-
|Group X
|Fabio
|Colombo
|s212492
|New/ Revised
|[[Robust Decision Making: better decisions under uncertainty]]
|-
|-
|Group 20
|Rune
|Knudsen
|s193983
|New
|[[Pooled, Sequential & Reciprocal dependence]]
|-
|-
|Group 24
|Mia
|Hemmingsen
|s183639
|New/ Revised
|[[Seven stages of change]]
|-
|-
|Group 1
|Christina
|Kjær
|s183504
|New
|[[The 6C Model]]
|-
|-
|Group 21
|Jakob
|Berling
|s230256
|New
|[[Successful Teamwork]]
|-
|-
|Group 1
|Joakim
|Cayouette
|s193978
|Revised
|[[Forecasting]]
|-
|-
|Group 30
|Amalie
|Pedersen
|s193967
|New
|[[Lean project management and its implementation]]
|-
|-
|Group 30
|Filip Furbo
|Enevoldsen
|s193967
|New
|[[Optimism bias in teams]]
|-
|-
|Group 23
|Nicolai
|Frausing
|s175034
|New
|[[Benefit Realization Management]]
|-
|-
|Group 4
|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Burndown chart]]
|-
|-
|Group 6
|Gianluca
|Santinon
|s222630
|New
|[[The Rolling-Wave planning technique]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[How to achieve sustainable management using ISO21500]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 8
|Frederik
|Høgdal
|s173876
|New
|[[Levels of uncertainties]]
|-
|-
|Group 30
|Jianan
|Yang
|s230033
|New
|[[Communication Funnel Problems in Project Management]]
|-
|-
|Group 18
|Ellen Cathrine
|Luke
|s184404
|New & Revised
|[[Project War Rooms: Physical vs. Virtual]]
|-
|-
|Group 17
|Canovas Iglesias
|Carla
|s226573
|New
|[[Stage-Gate Project Management Model]]
|-
|-
|Group 2
|Ólafur Þorri
|Sigurjónsson
|s222540
|New
|[[Decision tree analysis]]
|-
|-
|Group 11
|Dario
|Fiorica
|s222631
|New
|[[Groups or teams?]]
|-
|-
|Group 10
|Benjamin
|Søndberg
|s184314
|New
|[[Top-down vs ground up estimations]]
|-
|-
|Group 24
|Kristian
|Brandstrup
|s183653
|New
|[[Adaptation and agile]]
|-
|-
|Group 14
|Mads
|Marum
|s222620
|New / Reviced
|[[High Performing Teams (HPT)]]
|-
|-
|Group 30
|Jeppe
|Paludan-Müller
|s185048
|New
|[[Feasibility risk assessments of transport projects using Monte Carlo-simulations]]
|-
|-
|Group 5
|Rejath
|Ramachandran
|s226673
|New? / revised?
|[[A modern re-think of Fayolism]]
|-
|-
|Group 29
|Onur
|Osman Mustafa
|s223710
|New
|[[Resource Leveling in Construction Projects]]
|-
|-
|Group 15
|Philip
|Wiehe Larsen
|s154259
|New
|[[Situational mapping]]
|-
|-
|Group 9
|Michael
|Vinther
|s163490
|New
|[[Transformational Leadership]]
|-
|-
|Group 21
|Alberto
|Pillon
|s222629
|New
|[[Driving Continuous Improvement with retrospective meetings]]
|-
|-
|Group 2
|Unnar Óli
|Arnarsson
|s222543
|New
|[[The Role of Due Diligence in Project Management]]
|-
|-
|Group 9
|Mateusz
|Szaryk
|s213423
|New
|[[Incentive contract]]
|-
|-
|Group 23
|Mariely
|Sousa
|s230555
|New
|[[Return on Investment (ROI)]]
|-
|-
|Group 31
|Vinay Kumar
|Meena
|s230019
|New
|[[The implication of ethics in project management]]
|-
|-
|Group 10
|Niels Peter
|Lindegaard
|s194473
|New
|[[Risk assessment using Failure mode and effects analysis]]
|-
|-
|Group 6
|Nils Hendrik
|Lange
|s223634
|New
|[[Eisenhower Decision Matrix in Project, Program and Portfolio Management]]
|-
|-
|Group 20
|Caroline Hellerung
|Holm
|s175026
|New
|[[Resistance to Change Mapping]]
|-
|-
|Group 24
|Radost
|Deneva
|s230780
|New
|[[Eisenhower decision matrix]]
|-
|-
|Group 4
|Marie
|Hoel
|s193960
|New
|[[The Hawthorne effect in management]]
|-
|-
|Group 4
|Carl Bygum
|Knudsen
|s193995
|New
|[[Assessment of stakeholders (analysis)]]
|-
|-
|Group 14
|Md Huzzatul Islam
|Shuvo
|s222392
|New
|[[Environmental sustainability]]
|-
|-
|Group 23
|Esther Kiara
|Pattipeilohy
|s230264
|New
|[[The Active Listening Technique]]
|-
|-

|-
|Group 6
|Lars Ole
|Holdensen
|s224931
|New
|[[Management vs Leadership qualities]]
|-

|-
|Group 11
|Ingeborg
|Rasmussen
|s22218
|New
|[[Conflict management using the Myers-Briggs Type Indicator (MBTI)]]
|-

|-
|Group 22
|Blomsterberg
|Gudrun
|s222534
|New
|[[Negotiations]]
|-

|-
|Group 1
|Thorgaard
|Sigrid
|s186044
|New
|[[Critical Chain]]
|-

|-
|Group 12
|Laurberg
|Emilie
|s193880
|New
|[[Choosing the right communication network for your project]]
|-

|-
|Group 2
|Bjarki Rúnar
|Sverrisson
|s222547
|New? / revised?
|[[Biases in Project Management and How to Overcome Them with the Two Systems of Thinking]]
|-

|-
|Group 25
|Anirudh Ram
|Sriram
|s220045
|New
|[[SMART goals in strategy planning]]
|-

|-
|Group 25
|Mohamed
|Filali
|s212771
|New
|[[Agile prototyping in construction and project management]]
|-

|-
|Group 16
|Pavel
|Delimarschi
|s222606
|New
|[[Nominal group technique]]
|-
|Group 31
|Nik Rasmus
|Meier-Sawatzki
|s223232
|New
|[[Effort-Reward-Imbalance]]
|-
|-
|Group 31
|Antonia Leonie
|Kaul
|s222581
|New
|[[FMEA – Failure Mode and Effects Analysis]]
|-
|-

|-
|Group 3
|Ioannis
|Marinopoulos
|s220152
|New
|[[Centralizing Project Communication and Decision Making with War Rooms]]
|-
|Group 31
|Alessia
|Pacani
|s230269
|New
|[[Hofstede's Cultural Dimensions Theory]]
|-
|-
|Group 3
|Stefano
|Vigato
|s230253
|New? / revised?
|[[The Agile Stage-Gate Model]]
|-
|Group 1
|Sophia Lykke
|Anderse
|s183592
|New
|[[Critical path vs. critical chain]]
|-
|Group 1
|Sebastian Petchkorn
|Følsgaard
|s193958
|New
|[[SWOT Analysis 101]]
|-
|Group 30
|Qian
|Xiao
|s230120
|New
|[[Work Break Down Structure(WBS)]]
|-
|Group 12
|Rhishihesan
|Kugathason
|s193873
|New
|[[Optimizing a company and it's PPM with a PMO system]]
|-
|-
|Group 18
|Christian Bülow
|Fuglsang
|s194519
|New
|[[Micro_management]]
|-
|Group 17
|Carolina
|Valderrama
|s193873
|New
|[[Managerial Solutions for Social Loafing]]
|-
|-
|Group 17
|Felipe
|Chacon Cabrera
|s223298
|New
|[[The Bright Side Of Bias]]
|-
|Group 31
|Marta
|Kryskow
|s230230
|New
|[[The Eisenhower urgent/important matrix]]
|-
|Group 8
|Vittorio
|Sguazzo
|s214148
|New
|[[Impact(sustainability)]]
|-
|Group 3
|Syed Rayyan
|Ahmed
|s220144
|New
|[[Planning for communication in projects]]
|-

Management vs. leadership

2023-05-08T19:42:34Z

Heklamist: /* Abstract */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances and the team, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T19:32:07Z

Heklamist: /* Definition */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T19:31:49Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. Different leadership styles can be more or less effective in different situations. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team members <ref name="Leader styles 2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T19:30:42Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to democratic <ref name="Prince"> </ref>. There is no one-size-fits-all approach to leadership but leaders must adapt their style depending on the situation and the team <ref name="Leader styles"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T19:25:29Z

Heklamist: /* Styles */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead <ref name="Leader styles"> </ref>.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized <ref name="Leader styles"> </ref>.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T19:22:14Z

Heklamist: /* Styles */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom <ref name="Leader styles"> </ref>. This style is convenient if the team is highly skilled and experienced and feels comfortable working <ref name="Leader styles 2"> Minute Tools Content Team. (2017). ''Leadership Styles''. Minute Tools. https://expertprogrammanagement.com/2017/02/leadership-styles/ </ref>.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team <ref name="Leader styles"> </ref>. Should be used whenever it is possible to build on the qualities and abilities of the team rather than just expecting them to execute, and team members are professionals or experts <ref name="Leader styles 2"> </ref>.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion <ref name="Leader styles"> </ref>. This style is appropriate when you have a clear vision for the future and don't need to focus on the short term. It is inappropriate when new to the company and trust is not yet earned <ref name="Leader styles 2"> </ref>.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T18:55:23Z

Heklamist: /* Limitations */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware of when taking on management or leadership roles, in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T18:48:59Z

Heklamist: /* Limitations */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. The limitations that will be discussed are either limitations of the concept itself or limitations that project managers must be aware in order to adjust their strategies accordingly and achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T15:06:17Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T14:29:58Z

Heklamist: /* Comparison */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Leaders utilize their energy to inspire others to be innovative in problem solving, but managers ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T14:28:02Z

Heklamist: /* Comparison */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T14:23:19Z

Heklamist: /* Comparison */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives, while leadership is the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>. .

Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> </ref>. Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial as they focus on different aspects of the project <ref name="Handbook"> </ref>. Managers primarily focus on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the other hand, leaders focus on creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: ''"Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>. A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics but a good project manager requires a combination of both in order for a project to be successful. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:56:05Z

Heklamist: /* Comparison */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:43:40Z

Heklamist: /* Definition */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, conducting, having charge of or responsibility for, are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:40:40Z

Heklamist: /* Definition */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take, to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:40:28Z

Heklamist: /* Competences */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take, to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:37:42Z

Heklamist: /* Definition */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

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==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take, to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:37:12Z

Heklamist: /* Definition */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:36:25Z

Heklamist: /* Abstract */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-08T13:26:23Z

Heklamist: /* Abstract */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Great leaders must be good managers, and great managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T19:08:23Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions and activities that are associated with the two separate concepts, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T19:07:04Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions that are part of the two concepts separately, as well as explained the necessary competencies needed to achieve them successfully. Management skills can be obtained through knowledge of the standard project management framework and experience in applying best practises of project management approaches. As well can leadership competencies be developed by constantly learning new skills and improving existing capabilities <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:53:23Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions that are part of the two concepts separately, as well as explained the necessary competencies needed to achieve them successfully. Through practice and experience, strong management skills can be obtained, as well as can leadership competences be learned and developed. <ref name="Learning"> Kumar, V. S. (2009). ''Essential leadership skills for project managers''. Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:52:44Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. This article has already provided the functions that are part of the two concepts separately, as well as explained the necessary competencies needed to achieve them successfully. Through practice and experience, strong management skills can be obtained, as well as can leadership competences be learned and developed. <ref name="Learning"> Kumar, V. S. (2009). Essential leadership skills for project managers. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:47:36Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. Through practice and experience, strong management skills can be obtained, as well as can leadership competences be learned and developed. <ref name="Learning"> Kumar, V. S. (2009). Essential leadership skills for project managers. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699 </ref>

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:46:23Z

Heklamist: /* Practical approach for project managers */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>. Through practice and experience, strong management skills can be obtained, as well as can leadership competences be learned and developed. https://www.pmi.org/learning/library/essential-leadership-skills-project-managers-6699

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:16:41Z

Heklamist: /* Styles */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach. Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T18:16:13Z

Heklamist: /* Competences */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities are something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T09:40:56Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

''In your section on the limitations of leadership, you might consider including a discussion of how different leadership styles can be more or less effective in different situations. This can help readers understand that there is no one-size-fits-all approach to leadership and that leaders must be able to adapt their styles to fit the needs of their teams and organizations.''

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T09:39:25Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. Projects may have strict deadlines or set delivery dates, making it difficult for project managers to finish the work on time. Unexpected delays or changes in scope might also have an impact on the project timeframe. Because projects may have a limited budget, project managers must make strategic judgments about where to spend money. Cost overruns can have a substantial impact on the success of a project. Some projects may necessitate the use of specific talents or experience that are not available within the project team. Managers must try to maximize the skills and capabilities of their team members. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them. <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T09:27:12Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="Prince"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T09:26:41Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them <ref name="PMBOK"> </ref>. Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources <ref name="PRINCE"> </ref>.

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T09:26:10Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Managing a project requires effective management of various resources, but there can be constraints on resources such as limited time, budget, or personnel. These limitations may vary and change throughout the project, making it a continual task to balance them. Successful management of a project involves understanding the constraints associated with the work and the ability to balance them (PMBOK). Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively, especially when the project involves a cross-functional team, many organizations and a combination of full and part time resources.(PRINCE)

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-07T08:29:50Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Setja í einn texta:

Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)
Another

Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources.(PRINCE)

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. Leadership is still an elusive and complex concept, after years of attempting to generate an understanding. These issues might occur since leadership is fundamentally a constitutive process, meaning that leaders shape and are shaped by the situations they face. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T16:17:38Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Setja í einn texta:

Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)
Another

Management might also face limitations related to level of authority and managers may not have the authority or power to implement certain management strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources.(PRINCE)

===Limitations of leadership===
Setja í einn texta:

Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:34:53Z

Heklamist: /* Limitations */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success.

===Limitations of management===
Setja í einn texta:

'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

===Limitations of leadership===
Setja í einn texta:

Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:20:57Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success. The following are some of the limitations that project managers should be aware of in relation to management or leadership:

===Limitations of management===
Setja í einn texta:

'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

===Limitations of leadership===
Setja í einn texta:

Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

Leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:20:46Z

Heklamist: /* Limitations of leadership */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success. The following are some of the limitations that project managers should be aware of in relation to management or leadership:

===Limitations of management===
Setja í einn texta:

'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

===Limitations of leadership===
Setja í einn texta:

Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

importance of emotional intelligence

do not communicate effectively can negatively impact

leaders may have biases or preferences that can impact project decisions and outcomes

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:19:12Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success. The following are some of the limitations that project managers should be aware of in relation to management or leadership:

===Limitations of management===
Setja í einn texta:

'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:18:01Z

Heklamist: /* Limitations of management */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success. The following are some of the limitations that project managers should be aware of in relation to management or leadership:

===Limitations of management===
'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />

Management vs. leadership

2023-05-06T15:16:40Z

Heklamist: /* Limitations */

==Abstract==
Management and leadership are both critical in achieving the desired results in any project. The two concepts are sometimes misunderstood as being the same and are commonly confused with one another. It is understandable since they share several common characteristics, but in fact management and leadership are two separate concepts. Management focuses on processes and procedures to achieve project objectives. That includes planning, organizing and monitoring the work. A manager is responsible for ensuring that the work gets done within budget and on schedule. On the other hand, leadership focuses on people and activities involved with the project team. That involves creating a vision and strategy, and inspiring and guiding the project team towards the vision. A leader is a visionary who motivates and influences others to achieve project objectives. Effective leaders must be good managers, and effective managers must be good leaders. Understanding the differences between the two concepts is essential for anyone seeking to excel in a leadership or management role. Excellent project managers possess a combination of both leadership and management skills. The balance may vary depending on the circumstances, but combining the qualities of both allows project managers to organize and monitor the undertaking project as well as motivate their teams to succeed <ref name="PMBOK"> Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc. https://findit.dtu.dk/en/catalog/2702860479 </ref>.

__TOC__

==Management==

===Definition===
The simplest definition of management is "making things happen" <ref name="MOB"> Mullins, L. J. (2005). Management and Organisational Behaviour (7th ed.). Prentice Hall. </ref>. More specific, management is the process of determining what has to be done and then completing it with the best possible use of available resources. It focuses on the actions managers take to put work into action. Bringing about, accomplishing, having charge of or responsibility for, and conducting anything are all definitions of managing. Management involves setting objectives and identifying the necessary resources such as people, finances, work systems, and technology. They furthermore assign the resources to scheduled actions and make sure that the planned actions happen as expected to accomplish predetermined objectives <ref name="Handbook"> Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page. </ref>.

In the context of project management, PRINCE2 defines management as planning, assigning tasks, monitoring and regulating every element of the project, motivating those who are involved, and meeting the project objectives within the projected performance metrics for factors such as time, cost, quality, scope, benefits and risk <ref name="Prince"> AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office. https://findit.dtu.dk/en/catalog/2443140847 </ref>. The definition of project management from the PMBOK guide is applying knowledge, skills, tools, and procedures to project activities in order to achieve project requirements. Project management is the process of directing project work to produce the desired results. Project teams might use a variety of techniques to produce the desired results. Moreover, project manager is the individual chosen by the performing company to lead the project team and be in charge of attaining the project's goals <ref name="PMBOK"> </ref>.

===Functions===
[[File:MRoles.png|thumb|text-bottom|right|200px|Figure 1: Functions of management (own figure, based on Ref <ref name="Prince"/>)]]

The functions of management to execute any project can be divided into a number of separate processes. However, the main management functions have been defined by PRINCE2 as the following four managerial elements: plan, delegate, monitor and control <ref name="Prince"/>.

#'''Plan:''' Develop a plan that aligns with the company's objectives and goals. This includes assigning employee resources and delegating responsibilities, while also establishing achievable timelines and performance standards. Planning involves both independent work, such as assigning tasks, setting priorities, and creating timelines, as well as effective communication <ref name="AICU"> American InterContinental University. (n.d.). ''The Four Functions of Management: What Managers Need to Know.'' https://www.aiuniv.edu/degrees/business/articles/functions-of-management </ref>.
#'''Delegate:''' This involves assigning responsibility for particular tasks to team members. Identifying the most suitable employees or teams for particular tasks, and ensuring that everyone is working on tasks that are best suited to their skills and expertise. Effective delegation requires clear communication, setting clear expectations, and ensuring team members have the necessary resources and support to carry out their assigned tasks. <ref name="Delegate"> Landry. L, (2020, January 14). ''How to delegate effectively: 9 tips for managers''. Harvard Business School Online. https://online.hbs.edu/blog/post/how-to-delegate-effectively </ref>.
#'''Monitor:''' This involves keeping track of project metrics, progress and associated tasks to guarantee timely and budget friendly completion of the project , while also adhering to project requirements and standards. Additionally, it involves identifying and addressing any roadblocks or issues that may emerge during project execution. <ref name="Monitor"> Fontein. D., (2022, April 4).
''Project Monitoring: What It Is and Why It’s Important''. Unito. https://unito.io/blog/project-monitoring/ </ref>.
#'''Control:''' In order to guarantee that all of the previously mentioned functions are contributing to the success of a company, it is important for managers to regularly oversee employee performance, work quality, and the effectiveness and dependability of finished projects. Management control are focused on ensuring that the company's end objectives are being adequately achieved and making any needed modifications if they are not <ref name="AICU"> </ref>.

===Competences===
To achieve the above mentioned functions effectively, management requires a wide range of skills, behaviours and qualities. Managerial competencies include some actions and qualities that will result in successful performance. These competencies are often defined in competency frameworks and profiles used by organizations for recruitment, training, development, and performance evaluation. Additionally, competency frameworks can provide managers with specific guidelines on the expected behaviours. Key competencies for effective management include attributes such as achievement orientation, business awareness, communication, customer focus, developing others, leadership, planning, teamwork and problem-solving <ref name="Handbook2"> Armstrong, M. (2009). ''Armstrong's handbook of Management and Leadership: A Guide to Managing for Results'' (2nd ed.). Kogan Page. </ref>. Furthermore, management is the practice of ensuring that tasks are completed efficiently and is about doing things right. Some of the qualities required to achieve this include being rational, consultative, persistent, tough minded, analytical, structured, deliberate, authoritative and having the capability of stabilizing situations using position power <ref name="Kennsluglærur"> Thuesen, C. (2023, January). ''42430 - Week 2 - Part 2 - People slides'' [Power Point slides]. DTU Learn. https://learn.inside.dtu.dk/ </ref>.

==Leadership==

===Definition===
We are quite knowledgeable about management, but less so about leadership. Several specialists have tried to define this concept and there are more than 400 definitions of leadership. There are numerous perspectives on leadership as well as numerous interpretations of what it means. Simple definitions of leadership include "getting others to follow" and "getting people to do things voluntarily." Leadership can also be defined more narrowly, such as "the use of authority in decision-making." It might be used due to personal expertise or wisdom, or as a function of one's position. Leadership can be viewed as either a behavioural category or as a personality trait. Another way to look at it is from the perspective of the leaders and their capacity to influence others to perform effectively <ref name="MOB"> </ref>.

The following definition is from the Handbook of Management and Leadership by Michael Armstrong:
''“Leadership is about inspiring individuals to give of their best to achieve a desired result, gaining their commitment and motivating them to achieve defined goals.”'' <ref name="Handbook"> A Handbook of Management and Leadership: A Guide to Managing for Results, By Michael Armstrong and Tina Stephens. </ref>.

According to the PMBOK guide, leadership is one of the principles that a project manager should acquire to support the needs of the team and the individuals. Project success is facilitated by effective leadership. Better outcomes may result from a project environment that emphasizes vision, creativity, inspiration, enthusiasm, encouragement, and empathy. These characteristics are frequently connected to leadership. Leadership is the attitude, skill, character, and behaviour needed to influence those on the project team and outside it to achieve the desired results <ref name="PMBOK"> </ref>.

PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another. This is supported by how easy it is to think of examples of successful leaders who have used a variety of leadership styles, from authoritarian to collaborative <ref name="Prince"> </ref>.

===Functions===
The function of leadership involves several key elements. PMBOK provides four primary activities that are associated with leadership, which are establishing and maintaining vision, critical thinking, motivation and interpersonal skills <ref name="PMBOK"> </ref>.

* '''Establishing and Maintaining Vision:''' It is important for the project team members to understand the purpose of the project in order for them to be willing to devote their time and energy in the proper direction. This purpose is summarized in the project vision, which outlines an inspiring but realistic view of the desired future results. The vision also serves as a motivator and helps to inspire passion and meaning for a project's intended objective. A leader should establish and maintain a shared vision to keep everyone working towards the same goal.

* '''Critical Thinking:''' A leader should possess critical thinking. This involves using logical and evidence-based reasoning to identify biases, determine the root cause of issues and addressing challenging problems like ambiguity and complexity. It can require an open mind, conceptual imagination and intuition.

* '''Motivation:''' This includes understanding what motivates the team members as well as keeping them dedicated to the project and its goals. Motivation might come from within (intrinsic) or from outside (extrinsic). To get the greatest performance out of each team member, it is important to understand each individual's motivating factor and tailor the motivational strategies based on personal preferences.

* '''Interpersonal skills:''' This involves awareness of own emotions, empathy for those of others, and the capability to behave in a way that is suitable for the situation in order to establish good communication, teamwork, and leadership.

===Competences===
To efficiently carry out the various functions and activities of leadership, specific competencies are needed. However, leadership competences such as skills, behaviour and qualities is something that can be practised. Any team member in a project can grow leadership skills. It is something that can be learned and developed so that it helps the project and its stakeholders while also helping the individual's career <ref name="PMBOK"> </ref>. Leadership is about doing the right things. To achieve that, leaders should possess certain qualities such as being visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental and being capable of initiating change through personal power <ref name="Kennsluglærur"> </ref>.

===Styles===
Leadership can be categorized into different types of styles and leaders can employ one or a mix of leadership styles based on the team and circumstances. The following are five of the best-known and most widely implemented leadership styles <ref name="Leader styles"> International Institute for Management Development. (2023, January). ''The 6 most common leadership styles & how to find yours.'' https://www.imd.org/reflections/leadership-styles/ </ref>:

'''Laissez Faire:''' Involves delegating responsibility and initiative to team members. The term "let them do" is often associated with this style. A style based on trust, autonomy, and freedom.

'''Democratic:''' Involves a leader who values input from their team members and includes them in the decision-making process. The term “what’s your opinion?” is often associated with this style. Requires the leader being inclusive, having effective communication skills, and being willing to share power and responsibility with their team.

'''Authoritative:''' Leaders who view themselves as mentors to their followers and encourage a "follow me" approach . Leaders that motivate and inspire their teams by providing guidance, feedback, and motivation. They give an overall direction to their teams and encourage them to follow their lead.

'''Transactional:''' Operates on the basis of rewards and punishments. This style assumes that individuals may not have the motivation necessary to complete their tasks on their own. The leader establishes defined goals or tasks for the team and outlines how their performance will be rewarded or penalized.

'''Transformational:''' Prioritizes change and transformation. This style aims to motivate their followers to maximize their potential and achieve more than they previously believed was possible. The leader hopes to inspire the group with a shared vision, creating a sense of unity, energy, and passion.

==Comparison==
Both management and leadership require collaborating with others and working toward shared objectives. The two concepts overlap, but despite their similarities they differ from one another <ref name="Ali"> Algahtani, A. (2014, September). ''Are Leadership and Management Different? A Review''. American Research Institute. </ref>. Leadership can moreover be viewed as a subset of management, and both are crucial for facilitating organizational performance and to deliver intended outcomes. <ref name="ScienceDirect"> Liphadzi, M., Aigbavboa, C. O., Thwala, W. D. (2017, August 24). ''A Theoretical Perspective on the Difference between Leadership and Management.'' ScienceDirect. https://www.sciencedirect.com/science/article/pii/S1877705817331004 </ref>.
Managers must be leaders and leaders are typically (but not always) managers. However, management and leadership can be distinguished from one another and the difference is crucial. In rough terms, management consists of managing work while leadership focuses on leading people <ref name="Handbook"> </ref>.

Management is the formal process of planning, organizing, coordinating, and controlling resources to achieve specific objectives. A manager's primary focus is on maintaining the status quo, managing resources efficiently, and ensuring that things are done according to established procedures and policies. Managers are responsible for setting goals, developing plans, and monitoring progress to ensure that the project is completed on time, within budget, and to the desired quality standards. On the contrary, leadership is referred to as the process of guiding, inspiring, motivating, coordinating, and enabling the growth of people in the project team. They are responsible for creating a shared vision, inspiring and empowering people to work towards that vision, and fostering a culture of innovation and creativity. Leaders set the direction and tone for the team and provide guidance and support to help the organization to achieve its long-term objectives. <ref name="ScienceDirect"> </ref>.

Moreover, leaders will utilize their energy to inspire others to be innovative in problem solving, but managers will ensure that the organization's day-to-day operations are carried out, which may require ordering employees what to do if necessary. A leader has soul, passion, and creativity, whereas a manager has mind, logic, and determination. A leader is flexible, innovative, inspirational, brave and independent, while a manager is consultative, analytical, cautious, authoritative and stable. The literature, however, differs in the basic competencies of leadership and management. Some studies have adopted a more extreme view, claiming that management and leadership are almost diametrically opposed tasks <ref name="ScienceDirect"> </ref>.

A professor from Harvard Business school, John P. Kotter, wrote the following: "''Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today’s business environment.''" <ref name="Harvard"> Kotter, J. (2001). ''What Leaders Really Do''. Harvard Business Review. https://hbr.org/2001/12/what-leaders-really-do </ref>.
A person can be a great leader, a great manager, or both. However, each one demands slightly different abilities and characteristics. The following table summarises the comparison of leadership and management <ref name="ScienceDirect"> </ref>.

<center>
{| class="wikitable" "style="margin:auto;" style="text-align:center;"
|+ Table 1: Management and leadership differences (own table, based on Ref<ref name="Ali"> </ref> and Ref<ref name="ScienceDirect"> </ref>)
|- style="font-weight:bold;"
! style="text-align:center;" |
! Management
! Leadership
|-
| rowspan="6" style="font-weight:bold; text-align:center;" | Function
| Planning and Budgeting
| Establishing Direction
|-
| Establishing agendas
| Creating a vision
|-
| Organizing and Staffing
| Aligning People
|-
| Establishing rules and procedure
| Building teams and coalitions
|-
| Controlling and Problem Solving
| Motivating and Inspiring
|-
| Generating creative solutions
| Empowering subordinates
|-
| rowspan="10" style="font-weight:bold; text-align:center;" | Characteristics
| Rational
| Visionary
|-
| Persistent
| Creative
|-
| Consulting
| Passionate
|-
| Analytical
| Innovative
|-
| Structured
| Courageous
|-
| Authoritative
| Experimental
|-
| Stabilizing
| Independent
|-
| Mind
| Soul
|-
| Problem solving
| Flexible
|-
| Tough minded
| Inspiring
|-
| rowspan="5" style="font-weight:bold; text-align:center;" | Activities
| Focus on system and structure
| Focus on people
|-
| Minimize risks
| Takes risk
|-
| Maintains
| Develops
|-
| Subordinates
| Colleagues
|-
| Controls
| Empowers
|}
</center>

==Practical approach for project managers==

When it comes to managing a project, it is not enough to simply be a good manager, being a good leader is also essential <ref name="Handbook"> </ref>. A successful project requires the project manager to possess a combination of both management and leadership skills. The PMBOK guide recognizes this, listing one of its principles for project management as demonstrating leadership behaviour <ref name="PMBOK"> </ref>. It is ideal for project managers to establish both management and leadership skills to succeed in their roles and ensure project success. Management skills are important for planning, organizing, monitoring, and controlling project activities and outcomes, while leadership skills are essential for motivating and inspiring the team members and ensuring that they are engaged in the project <ref name="Handbook"> </ref>. It is difficult to create structured guidelines for implementing either leadership or management strategy, but when to use each skill set depends on the specific project requirements and team dynamics. It is therefore crucial for project managers to be able to distinguish between the two separate concepts and know the benefits and drawbacks in using the skills and activities of both concepts. This will help in understanding when to use each skill set, adjusting strategies based on the specific needs of the project and knowing what approach is most suitable for the project team at the given time <ref name="Handbook2"> </ref>.

==Limitations==
While management and leadership concepts are important for effective project management in achieving organizational goals and objectives, they cannot solve all problems and there are some limitations that should be considered. Project managers need to be aware of these limitations and adjust their strategies accordingly to achieve project success. The following are some of the limitations that project managers should be aware of in relation to management or leadership:

===Limitations of management===
'''Resource constraints:''' Project managers may be limited by resource constraints, such as limitations on time, budget, or personnel. This can make it difficult to implement certain management or leadership strategies (PRINCE2®). Time constraints are one of the most common limitations that managers face. With deadlines and milestones to meet, project managers must ensure that every minute is used effectively. Effective time management requires setting priorities, delegating tasks, and monitoring progress to ensure that the project is on track. Budget constraints are another significant limitation that managers must manage. With limited financial resources, managers must allocate funds strategically to ensure that the project is completed within budget. This requires careful planning and forecasting to identify potential cost overruns and adjusting the project plan accordingly. Personnel constraints can also limit the success of a project. With limited staff or expertise, managers must find ways to maximize the skills and capabilities of their team members. This may require training, outsourcing, or reallocating personnel to ensure that the project is staffed appropriately. By working to manage resource constraints effectively, project managers can ensure that their projects are completed on time, within budget, and to the desired quality standards. (PMBOK)

'''Lack of authority:''' Project managers may face limitations related to their level of authority and may not have the authority or power to implement certain management or leadership strategies. This can impact their ability to make decisions and execute the project effectively. Particularly when the project involves a cross-functional team, many organizations and a combination of full and part time resources. To overcome this limitation, project managers should work to establish clear roles and responsibilities for all project stakeholders. This includes identifying who has decision-making authority and who is responsible for specific tasks and deliverables. By clarifying roles and responsibilities, project managers can help to mitigate any confusion or ambiguity around decision-making and ensure that everyone is aligned with the project goals and objectives. (PRINCE)

'''Cultural differences:''' Different cultures may have different management and leadership styles that may not be compatible with the project manager's approach when managing projects in a global or diverse environment. Different cultures have unique values, beliefs, and communication styles that can impact how projects are managed and executed. These differences can lead to misunderstandings, conflict, and delays if not managed properly. To overcome these challenges, project managers should develop cultural awareness and sensitivity. This involves learning about the culture and customs of the people they will be working with, and adjusting their management style accordingly. (PMBOK)

===Limitations of leadership===
Despite all the research and theory, the idea of leadership is difficult to understand. These issues might occur as a result of how elusive the idea of leadership is. There are many different kinds of circumstances in which leaders act, as well as many distinct kinds of leaders and leadership styles. It is challenging, if not impossible, to develop a single hypothesis that accounts for all of these factors. The only thing that can be done is to make use of the multiple theories that have been developed to describe various aspects of leadership, without necessarily depending on any one of them to provide a thorough explanation of what is involved <ref name="Handbook2"> </ref>.

==Annotated bibliography==

'''Project Management Institute. (2021). A guide to the project management body of knowledge and the standard for project management (PMBOK guide) (7th ed.). Project Management Institute, Inc'''

The 7th edition of the PMBOK Guide provides a thorough overview of the best practices and standards involved in project management. It gives a framework for project management processes and practices. The PMBOK guide was a valuable source for this article as it includes the fundamental aspects of project management as well as the responsibilities and duties of a project manager. It indicates leadership behaviour as one of the main principles for project managers. The guide furthermore discusses different skills and primary activities that are associated with leadership and a comparison of leadership and management in project management.

'''AXELOS. (2017). Managing Successful Projects with PRINCE2® (6th ed.). The Stationary Office.'''

PRINCE2 is a widely used project management methodology and this book is the official manual for it. PRINCE is a short for PRojects IN Controlled Environments and emphasizes breaking projects down into stages that can be better managed and controlled. For this article it was a relevant source as it discusses the important functions of management as well as its definition. PRINCE2 states that it is not possible to define leadership in a method, despite it being of the utmost importance in project management. Leadership styles differ greatly, and what works in one circumstance may not be suitable in another.

'''Armstrong, M. and Stephens, T. (2005). A Handbook of Management and Leadership: A Guide to Managing for Results. Kogan Page.'''

This handbook is a comprehensive guide of management and leadership, and provides an overview of effective management practices and leadership skills. The handbook was useful to this article as it discusses the practices and processes of management and leadership separately. It provides information on management including definition, role, functions, competencies and explains effective management. It also provides information on leadership including role, type, functions and explains a good leader. The handbook also compares management and leadership, stating that the difference is crucial and explains how the two concepts can be distinguished from one another.

==References==
<references />