Hersey and Blanchard's Situational Leadership - Revision history

Ftsn at 12:44, 25 February 2019

2019-02-25T12:44:45Z

Ftsn at 21:29, 22 February 2019

2019-02-22T21:29:25Z

← Older revision		Revision as of 21:29, 22 February 2019
Line 26:		Line 26:
	The two dimensions that the project leader is working with in regards to leading the project team members, is illustrated in the figure to the right, and requires an assessment of both the given situation of which the project is carried out in, and the team maturity of which is given by the members.		The two dimensions that the project leader is working with in regards to leading the project team members, is illustrated in the figure to the right, and requires an assessment of both the given situation of which the project is carried out in, and the team maturity of which is given by the members.

	'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success (2012) by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:
	[[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]		[[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]
	* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader. The leadership style is therefore high on directive behavior, but low on supportive behavior.		* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader. The leadership style is therefore high on directive behavior, but low on supportive behavior.
Line 60:		Line 60:

	==Annotated bibliography==		==Annotated bibliography==
	~~Provide key references~~ (~~3-10~~), ~~where a reader~~ can ~~find additional information on the subject~~. ~~Summarize~~ and ~~outline the relevance of each reference to the topic~~ (~~around 100 words pr. reference~~). ~~Bibliography is not counted~~ in ~~the suggested 3000 word target length~~ of ~~the article~~		'''Project Management Institute (PMI)''' is a globally accepted encyclopedia for project management standards. Here, many articles and information related to Situational Leadership can be found among many other relevant articles.

			'''Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner''' provides a great insight to what it means to be a project leader, and to applying situational leadership in practice.

			'''The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul''' elaborated, and makes great points in general leadership competences for project leaders, and provides a good understanding of situational leadership as a framework.


	==Refrences==		==Refrences==
	<references />		<references />

Ftsn at 21:15, 22 February 2019

2019-02-22T21:15:53Z

← Older revision		Revision as of 21:15, 22 February 2019
Line 52:		Line 52:

	==Limitations==		==Limitations==
	The SL-framwork puts the matter of leadership simply enough for most people to understand, and its application and method of using it is very well described. Though, one thing to bear in mind is that it all builds upon the assumption that you have a project leader that meets the requisites of being able to apply the framework in practice. What these requisites are can be hard to determine, since the required attributes in relation to qualities and personality traits are not described in the SL-framework itself <ref name=''project_essentials''> 'Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page 154'' </ref>.		The SL-framwork puts the matter of leadership simply enough for most people to understand, and its application and method of using it is very well described. Though, one thing to bear in mind is that it all builds upon the assumption that you have a project leader that meets the requisites of being able to apply the framework in practice. What these requisites are can be hard to determine, since the required attributes in relation to qualities and personality traits are not described in the SL-framework itself. The project leader should have the attributes of being empowering, supporting and motivating as a leader towards the team members, but also learning and educating. Without these attributes, the style of leadership will be stuck in the S1-level, and applying the SL-framework will simply not be possible to carry out with the given project leader. Other important attributes with regards to making the project team-development assessment is to be communicative, and to have some skill and knowledge towards the area that the project is unfolding. Without these abilities, assessing the project team members is simply not possible, and it would not be possible to known if the members are confident or skilled enough to undertake the tasks described in the project plan <ref name=''project_essentials''> 'Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page 154-156'' </ref>.

			Another important aspect to consider is to assess the boundaries of the project that is being carried out. Depending on the time available, given regulations in specific industries, or the financial situation of the project facilitators, all styles of leadership may not be applicable. Typically, the leadership style of S4 is what most project leaders strive towards, because of the autonomy among the project members are distributing out the workload and responsibility of the project. Though, this is only achievable when being resourceful in both time and financially. If times are more critical, deadlines are approaching, and the budget are being challenged, a more centralized way of leading the project may be preferred, thus leaning more towards the leadership style of S1.

			No framework is perfect, and there are many different ways of leading a project. As long as the method being used is taken with a grain of salt, and common sense is applied, most frameworks can be used with great success. The framework of SL being a globally accepted way of leading a project is no coincidence, and assuming that the project leader possesses the required attributes, and that the given project allows it, should utilizing SL definitely be considered.

Ftsn at 20:51, 22 February 2019

2019-02-22T20:51:31Z

← Older revision		Revision as of 20:51, 22 February 2019
Line 10:		Line 10:
	The stage of development in the team is very dynamic and will change over time. The style of leadership must therefore be adaptive to accommodate these changes <ref name=''yt''> ''https://www.youtube.com/watch?v=pykuvuA-QFU seen on 2019.02.19 uploaded by EPM'' </ref>.		The stage of development in the team is very dynamic and will change over time. The style of leadership must therefore be adaptive to accommodate these changes <ref name=''yt''> ''https://www.youtube.com/watch?v=pykuvuA-QFU seen on 2019.02.19 uploaded by EPM'' </ref>.

	Throughout this article, the history of the SL-framework, the framework itself, and its area of application will be explained. The statements will be ~~supported~~ with relevant examples, and there will furthermore be accounted for the limitations of the SL-framework.		Throughout this article, the history of the SL-framework, the framework itself, and its area of application will be explained in relation to the topic of project management. The statements will be substantiated with relevant examples, and there will furthermore be accounted for the limitations of the SL-framework.

Ftsn at 20:48, 22 February 2019

2019-02-22T20:48:07Z

← Older revision		Revision as of 20:48, 22 February 2019
Line 16:		Line 16:
	When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members.		When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members.

	The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon common sense, and a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. This will be elaborated in the following section.		The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon common sense, and a belief that leadership is the opposite of one-style-fits-all.

			On average, the general project has grown in size, and the same goes for the project teams, which raises the bar for the capabilities of the project leader, and creates a demand for communicating and leading many team members with different functions and from different departments. This problematic is well described by the following sentence: "When researcher talks to researcher, there is 100 percent understanding. When researcher talks to manufacturing, there is 50 percent understanding. When researcher talks to sales, there is zero percent understanding. But the project manager talks to all of them.” <ref name=''blanch''> 'Project Management - Best Practices - Achieving Global Excellence (3rd Edition) (2006) by Harold Kerzner'' </ref>. A project leader applying the situational leadership should therefore adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. This will be elaborated in the following section.


Line 46:		Line 48:
	* '''''D4''''': Here the project members are completely qualified to the given tasks involved in the project, and has the drive themselves to see them through, and to make decisions on their own. The required project leader involvement will therefore be minimal, and is only present to set general project boundaries, and objectives, thus creating the setting for the execution of the project..		* '''''D4''''': Here the project members are completely qualified to the given tasks involved in the project, and has the drive themselves to see them through, and to make decisions on their own. The required project leader involvement will therefore be minimal, and is only present to set general project boundaries, and objectives, thus creating the setting for the execution of the project..

	~~These~~ levels of team development ~~is determining~~ which style of leadership should be applied, and		As shown in the SL-figure, these levels of team development determines which style of leadership should be applied to a given situation, thus making the form of leadership adaptive. It is important to keep in mind the assessments of the team development should be a constant iterative process, and is highly dependent on the given tasks that is bound to be undertaken by the team members, and the team leader should be ready to backtrack in the case of assessing the team development-wise either too high or low. At the same time, it is possible to have a composition of team members that are non-homogeneous in the sense of capabilities and needs in relation to a given task. The team leader might therefore need to use e.g. S1 on one half of the project team, and S3 on the other half <ref name=''project_essentials''> 'Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page 153-154'' </ref>.


	==Limitations==		==Limitations==
	The ~~only requisite~~ for ~~facilitating the framework~~ of SL is to have a project ~~manager~~ that ~~possesses~~ the ~~self-knowledge to his own leading-capabilities, who has the desire to develop and mentor the members~~ of ~~the project, and self-evidently has a wish~~ to ~~be adaptive of~~ the ~~situations himself~~.		The SL-framwork puts the matter of leadership simply enough for most people to understand, and its application and method of using it is very well described. Though, one thing to bear in mind is that it all builds upon the assumption that you have a project leader that meets the requisites of being able to apply the framework in practice. What these requisites are can be hard to determine, since the required attributes in relation to qualities and personality traits are not described in the SL-framework itself <ref name=''project_essentials''> 'Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page 154'' </ref>.

	~~Critically reflect on the tool, when possible~~, ~~substantiate claims with litterature~~
	~~https://www.leadership-central.com/situational-leadership-theory.html~~
	~~puts~~ the ~~matter of leadership simply.~~

	~~We note that there is little emphasis,~~ in ~~this model, on the specific attributes~~
	~~of the leader. The~~ qualities or traits ~~of a leader~~ are ~~basically~~ not ~~addressed,~~
	~~otherthanthatheorsheisabletoperceivesituationsandmodifybehaviorin~~
	~~responsetothesesituations.Thefollowingsectionexploresthematterofthe~~
	~~characteristicsofa leader.~~ Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page ~~153-~~154.



	==Annotated bibliography==		==Annotated bibliography==
	Provide key references (3-10), where a reader can find additional information on the subject. Summarize and outline the relevance of ~~eact~~ reference to the topic (around 100 words pr. reference). Bibliography is not counted in the suggested 3000 word target length of the article		Provide key references (3-10), where a reader can find additional information on the subject. Summarize and outline the relevance of each reference to the topic (around 100 words pr. reference). Bibliography is not counted in the suggested 3000 word target length of the article

	==Refrences==		==Refrences==
	<references />		<references />

Ftsn at 19:42, 22 February 2019

2019-02-22T19:42:14Z

← Older revision		Revision as of 19:42, 22 February 2019
Line 14:		Line 14:

	==About Situational Leadership==		==About Situational Leadership==
	When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members. [[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]		When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members.

	The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon common sense, and a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. ~~How~~ the leader ~~should adapt~~ the ~~style~~ of ~~leadership~~ to ~~a given~~ team, ~~can be seen~~ in the figure to the right, and ~~is assessed based on two variables:~~ the situation, and team maturity.		The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon common sense, and a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. This will be elaborated in the following section.


			==Applications==
			In order to turn the theory of the SL into practice, one of the most important tools for the project leader is common sense. The reason for the framework to be a globally accepted way of leading people, is due to its simplicity and straight-forward approach to the subject. This framework is applicable when managing projects regardless of the scope, or the line of business, as long as there are project members to lead.

			The two dimensions that the project leader is working with in regards to leading the project team members, is illustrated in the figure to the right, and requires an assessment of both the given situation of which the project is carried out in, and the team maturity of which is given by the members.

	'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:
			[[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]
	* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader. The leadership style is therefore high on directive behavior, but low on supportive behavior.		* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader. The leadership style is therefore high on directive behavior, but low on supportive behavior.

Line 38:		Line 44:
	* '''''D3''''': Here, the project members possesses the required competences in the sense of experience and abilities, and will be able to do the required tasks, but the commitment to the project is varying, and the need for support and encouragement from the project leader will continued be required to some extent.		* '''''D3''''': Here, the project members possesses the required competences in the sense of experience and abilities, and will be able to do the required tasks, but the commitment to the project is varying, and the need for support and encouragement from the project leader will continued be required to some extent.

	* '''''D4''''': Here the project members are completely qualified to the given tasks involved in the project, and has the drive themselves to see them through, and to make decisions on their own. The required project leader involvement will therefore be minimal.		* '''''D4''''': Here the project members are completely qualified to the given tasks involved in the project, and has the drive themselves to see them through, and to make decisions on their own. The required project leader involvement will therefore be minimal, and is only present to set general project boundaries, and objectives, thus creating the setting for the execution of the project..

	These levels of team development is ~~supposed to~~		These levels of team development is determining which style of leadership should be applied, and

	~~Ved D4: and is only present to set general project boundaries, and objectives, thus creating the setting for the execution of the project.~~

			==Limitations==
			The only requisite for facilitating the framework of SL is to have a project manager that possesses the self-knowledge to his own leading-capabilities, who has the desire to develop and mentor the members of the project, and self-evidently has a wish to be adaptive of the situations himself.

			Critically reflect on the tool, when possible, substantiate claims with litterature
			https://www.leadership-central.com/situational-leadership-theory.html
			puts the matter of leadership simply.

	~~==Applications==~~		We note that there is little emphasis, in this model, on the specific attributes
	~~Guidance on how to use~~ the ~~tool~~, ~~and when it is applicable~~		of the leader. The qualities or traits of a leader are basically not addressed,
			otherthanthatheorsheisabletoperceivesituationsandmodifybehaviorin
	~~- Model proposes four different styles~~ of ~~leadership; each appropriate at a different stage of subordinate development~~ (~~directing, coaching, supporting, delegating~~)		responsetothesesituations.Thefollowingsectionexploresthematterofthe
			characteristicsofa leader. Essentials of Project and Systems Engineering Management, 3rd Edition (2008) by Howard Eisner page 153-154.


	~~==Limitations==~~
	~~Critically reflect on the tool, when possible, substantiate claims with litterature~~
	~~https://www.leadership-central.com/situational-leadership-theory.html~~

Ftsn at 19:00, 22 February 2019

2019-02-22T19:00:50Z

← Older revision		Revision as of 19:00, 22 February 2019
Line 16:		Line 16:
	When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members. [[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]		When being in charge of a project as a project leader, the work is balanced out onto three main skillsets: 'Technical Project Management', 'Strategic and Business Management' and 'Leadership', as stated in the PMI Talent Triangle<ref name=''PMB_tri''> ''https://www.pmi.org/learning/training-development/talent-triangle visited 2019.02.19'' </ref>. This article focuses on the leading-aspect of being a project leader, and this is done by both managing and leading a project team. The difference between these two words lies in their definitions, which respectively is by "Having executive control or authority"<ref name=''manage_def''> ''https://en.oxforddictionaries.com/definition/managing seen on 2019.02.19 by Oxford Dictionaries'' </ref> over someone, and to "Show (someone or something) the way to a destination by going in front of or beside them"<ref name=''lead_def''> ''https://en.oxforddictionaries.com/definition/lead seen on 2019.02.19 by Oxford Dictionaries'' </ref>. Thus, leading and managing are vastly different approaches to running a project, and how these two factors are balanced, defines the style of leadership that is applied. Which style to apply will be dependent on the situation you find yourself in at that moment of time, and will therefore change. You will therefore constantly need to adapt to these changes, and a way of deciding upon the most fitting style, will be determined using SL to assess both the given situation, but also the maturity of the project team members. [[File:SL_figure.jpg\|thumb\|400px\|Figure showing the framework of SL, created with inspiration from EPM <ref name=''blanch''> 'https://expertprogrammanagement.com/2018/11/situational-leadership-model/ seen on 2019.02.19'' </ref>]]

	The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. How the leader should adapt the style of leadership to a given team, can be seen in the figure to the right, and is assessed based on two variables: the situation, and team maturity.		The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon common sense, and a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. How the leader should adapt the style of leadership to a given team, can be seen in the figure to the right, and is assessed based on two variables: the situation, and team maturity.

	'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:
Line 30:		Line 30:
	As is appears from the above-mentioned bullet points, both the S1 and S2 styles has a more result-oriented approach focusing on getting the job done, whereas S3 and S4 are leaning more towards personal development, and working independently. Furthermore, the further you move from S1 towards S4, the requirements for personal competences among the project members are higher, and it is therefore essential to pair the right style of leadership with the development of the team.		As is appears from the above-mentioned bullet points, both the S1 and S2 styles has a more result-oriented approach focusing on getting the job done, whereas S3 and S4 are leaning more towards personal development, and working independently. Furthermore, the further you move from S1 towards S4, the requirements for personal competences among the project members are higher, and it is therefore essential to pair the right style of leadership with the development of the team.

	'''The team development''' (originally maturity) is a more intangible factor to grasp, and has several dimensions to it. In order to make the correct assumptions in regards to the development of the project team, an acquaintance of each member is required to a certain degree. The development can be both an assessment on which competences the team possess, but ~~also~~ the familiarity with the work tasks ~~that needs~~ to ~~be solved~~. Is this a team composed of newly qualified employees with little to no knowledge of the given tasks, or is this experienced members that may even have tried the whole ordeal before? Similarly to the styles of leadership, the development of the team is broken down into four levels <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The team development''' (originally maturity) is a more intangible factor to grasp, and has several dimensions to it. In order to make the correct assumptions in regards to the development of the project team, an acquaintance of each member is required to a certain degree. The team development can be both an assessment on which competences the team possess, but to a greater extent the familiarity with the work tasks they need to undertake. Is this a team composed of newly qualified employees with little to no knowledge of the given tasks, or is this experienced members that may even have tried the whole ordeal before? Similarly to the styles of leadership, the development of the team is broken down into four levels <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:

	* '''''D1''''':		* '''''D1''''': In this level of development, the members of the project members lack both the experience, abilities or the confidence to take on the given tasks themselves. As mentioned before, this could typically be newly qualified employees, or inexperienced members of the project team. The members here will typically have a low level of competence, but a high level of commitment to the project.

	* '''''D2''''':		* '''''D2''''': In this level of development, the members of the project possesses the experience and abilities to some extent, but lacks the confidence to take on the given tasks themselves. This could be the case with a project team composed of members with more field experience, but who may never have been involved in a similar project before. The members here will typically some of the competences required, but a low level of commitment to the project, due to lack in confidence.

	* '''''D3''''':		* '''''D3''''': Here, the project members possesses the required competences in the sense of experience and abilities, and will be able to do the required tasks, but the commitment to the project is varying, and the need for support and encouragement from the project leader will continued be required to some extent.

	* '''''D4''''':		* '''''D4''''': Here the project members are completely qualified to the given tasks involved in the project, and has the drive themselves to see them through, and to make decisions on their own. The required project leader involvement will therefore be minimal.

	~~M1 – People lack the knowledge, skills or confidence~~ to ~~work on their own, but~~		These levels of team development is supposed to
	~~are willing to give it a go.~~
	~~M2 – People have some skills~~ and ~~knowledge, but still need support from the~~		Ved D4: and is only present to set general project boundaries, and objectives, thus creating the setting for the execution of the project.
	~~leader~~ to ~~build their self-confidence.~~
	~~M3 – People are experienced~~, ~~willing~~ and ~~able to do the task~~, ~~but still need some~~
	~~support and encouragement.~~
	~~M4 – People are completely competent and confident with~~ the ~~task and able to~~
	~~make most decisions~~ for ~~themselves. The leader just has to set broad objectives~~
	~~and boundaries~~.

Ftsn at 18:30, 22 February 2019

2019-02-22T18:30:35Z

← Older revision		Revision as of 18:30, 22 February 2019
Line 30:		Line 30:
	As is appears from the above-mentioned bullet points, both the S1 and S2 styles has a more result-oriented approach focusing on getting the job done, whereas S3 and S4 are leaning more towards personal development, and working independently. Furthermore, the further you move from S1 towards S4, the requirements for personal competences among the project members are higher, and it is therefore essential to pair the right style of leadership with the development of the team.		As is appears from the above-mentioned bullet points, both the S1 and S2 styles has a more result-oriented approach focusing on getting the job done, whereas S3 and S4 are leaning more towards personal development, and working independently. Furthermore, the further you move from S1 towards S4, the requirements for personal competences among the project members are higher, and it is therefore essential to pair the right style of leadership with the development of the team.

	'''The team development''' (originally maturity) is, ~~similarly~~ to the styles of leadership, broken down into four levels <ref name=''human_touch'' />:		'''The team development''' (originally maturity) is a more intangible factor to grasp, and has several dimensions to it. In order to make the correct assumptions in regards to the development of the project team, an acquaintance of each member is required to a certain degree. The development can be both an assessment on which competences the team possess, but also the familiarity with the work tasks that needs to be solved. Is this a team composed of newly qualified employees with little to no knowledge of the given tasks, or is this experienced members that may even have tried the whole ordeal before? Similarly to the styles of leadership, the development of the team is broken down into four levels <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:

	* '''''D1''''':		* '''''D1''''':
Line 39:		Line 39:

	* '''''D4''''':		* '''''D4''''':

			M1 – People lack the knowledge, skills or confidence to work on their own, but
			are willing to give it a go.
			M2 – People have some skills and knowledge, but still need support from the
			leader to build their self-confidence.
			M3 – People are experienced, willing and able to do the task, but still need some
			support and encouragement.
			M4 – People are completely competent and confident with the task and able to
			make most decisions for themselves. The leader just has to set broad objectives
			and boundaries.

Ftsn at 18:21, 22 February 2019

2019-02-22T18:21:06Z

← Older revision		Revision as of 18:21, 22 February 2019
Line 20:		Line 20:
	'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:

	* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader.		* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader. The leadership style is therefore high on directive behavior, but low on supportive behavior.

	* '''''S2: Coaching''' (originally 'selling')'': This style of leadership is similar to the S1-style, but also invites the additional project members to participate in the decision-making process. This is typically be carried out in a project meeting where the project leader has set up a work agenda that is discussed, and helps utilize the different competences available among the project members.		* '''''S2: Coaching''' (originally 'selling')'': This style of leadership is similar to the S1-style, but also invites the additional project members to participate in the decision-making process. This is typically be carried out in a project meeting where the project leader has set up a work agenda that is discussed, and helps utilize the different competences available among the project members. The leadership style is therefore high on directive, but low on supportive behavior. The leadership style is therefore high on both directive and supportive behavior.

	* '''''S3: Supporting''' (originally 'participating')'': In this style of leadership, the decision-making authority is more decentralized, thus requiring a higher level of mutual trust between the leader and the members. Here the project members are making decisions upon the work tasks themselves under supervision from the project leader, and leaves much of the project planning responsibility up to the whole team, rather than the project leader alone.		* '''''S3: Supporting''' (originally 'participating')'': In this style of leadership, the decision-making authority is more decentralized, thus requiring a higher level of mutual trust between the leader and the members. Here the project members are making decisions upon the work tasks themselves under supervision from the project leader, and leaves much of the project planning responsibility up to the whole team, rather than the project leader alone. The leadership style is therefore low on directive behavior, but high on supportive behavior.

	* '''''S4: Delegating''' (originally 'telling')'':		* '''''S4: Delegating''' (originally 'telling')'': In this style of leadership, the decision-making authority is completely decentralized by delegating the responsibility of directing their own work to the team members. This minimizes the involvement of the project leader, thus setting higher demands for the competences of the project members. The leadership style is therefore low on both directive and supportive behavior.

			As is appears from the above-mentioned bullet points, both the S1 and S2 styles has a more result-oriented approach focusing on getting the job done, whereas S3 and S4 are leaning more towards personal development, and working independently. Furthermore, the further you move from S1 towards S4, the requirements for personal competences among the project members are higher, and it is therefore essential to pair the right style of leadership with the development of the team.

	The ~~situation~~		'''The team development''' (originally maturity) is, similarly to the styles of leadership, broken down into four levels <ref name=''human_touch'' />:

			* '''''D1''''':

			* '''''D2''''':

			* '''''D3''''':

			* '''''D4''''':

Ftsn at 18:00, 22 February 2019

2019-02-22T18:00:39Z

← Older revision		Revision as of 18:00, 22 February 2019
Line 18:		Line 18:
	The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. How the leader should adapt the style of leadership to a given team, can be seen in the figure to the right, and is assessed based on two variables: the situation, and team maturity.		The framework of SL was founded in the 1960'es by two American psychologists named Paul Hersey and Kenneth Blanchard. They came up with the theory of SL, which at first was named the "Life cycle theory of leadership" while working on their book called “Management of Organizational Behavior”. This framework is up to this day applied globally with great success among its users, and builds upon a belief that leadership is the opposite of one-style-fits-all. A leader applying the situational leadership should adapt to the given circumstances in a team, and manage, lead, guide and support the team members in order to achieve success in a project <ref name=''blanch''> 'http://blanchard.dk/situationsbestemt-ledelse-II seen on 2019.02.19'' </ref>. How the leader should adapt the style of leadership to a given team, can be seen in the figure to the right, and is assessed based on two variables: the situation, and team maturity.

	The style of leadership is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:		'''The style of leadership''' is shown at the top of the figure to the right, and illustrates a 2x2 matrix giving an overview of the four different leadership styles. These leadership styles are as follows <ref name=''human_touch''> 'The Human Touch: Personal Skills for Professional Success 2012 by James Cadle, Philippa Thomas, Debra Paul page 70-71'' </ref>:

	* '''Directing''' (originally 'telling'): ~~The~~ leader ~~gives~~ out		* '''''S1: Directing''' (originally 'telling')'': This style of leadership is in the spirit of classic management, where the project leader decides on how the different tasks involved in a project should be carried out by the project team members. Here the decision-making authority is very centralized, which is why no input from the additional project team members is allowed, and the project tasks is therefore decided upon solely by the project leader.

	* '''Coaching''' (originally 'selling'):		* '''''S2: Coaching''' (originally 'selling')'': This style of leadership is similar to the S1-style, but also invites the additional project members to participate in the decision-making process. This is typically be carried out in a project meeting where the project leader has set up a work agenda that is discussed, and helps utilize the different competences available among the project members.

	* '''Supporting''' (originally 'participating'):		* '''''S3: Supporting''' (originally 'participating')'': In this style of leadership, the decision-making authority is more decentralized, thus requiring a higher level of mutual trust between the leader and the members. Here the project members are making decisions upon the work tasks themselves under supervision from the project leader, and leaves much of the project planning responsibility up to the whole team, rather than the project leader alone.

	* '''Delegating''' (originally 'telling'):		* '''''S4: Delegating''' (originally 'telling')'':