Leadership styles and development - Revision history

Miriam at 12:09, 9 May 2023

2023-05-09T12:09:03Z

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			''Developed by Miriam Pohl Khader Martens''

	Effective leadership is critical to successful projects. A project manager's leadership style has a significant impact on the project, the team’s motivation and productivity, and overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.		Effective leadership is critical to successful projects. A project manager's leadership style has a significant impact on the project, the team’s motivation and productivity, and overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.

Miriam: /* Case Study */

2023-05-09T09:11:12Z

Case Study

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	== Case Study ==		== Case Study ==
	In this scenario, a small team of four members is doing a cross-disciplinary project within IoT, meaning knowledge of software, communication networks, and electronics is needed. One of the members is an expert in electronics, and the three others are software experts. All members have basic knowledge of communication networks but have not worked with in in the past. The team members are from different cultures and have not worked together in the past. The project does not have a clear direction, resulting in the team members not having clear and well-defined roles. This means there is no team member specifically in charge of managing the project and leading them to success.		In this scenario, a small team of four members is doing a cross-disciplinary project within IoT, meaning knowledge of software, communication networks, and electronics is needed. One of the members is an expert in electronics, and the three others are software experts. All members have basic knowledge of communication networks but have not worked with it in the past. The team members are from different cultures and have not worked together in the past. The project does not have a clear direction, resulting in the team members not having clear and well-defined roles. This means there is no team member specifically in charge of managing the project and leading them to success.
	Halfway through the project, the team realises they have major issues finishing the project.		Halfway through the project, the team realises they have major issues finishing the project.

Miriam: /* Strategy */

2023-05-09T08:57:18Z

Strategy

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	4. Judging (J) vs. Perceiving (P): measures whether the person prefers to approach the world in an organised, structured way or in a more spontaneous flexible way.		4. Judging (J) vs. Perceiving (P): measures whether the person prefers to approach the world in an organised, structured way or in a more spontaneous flexible way.

	MBTI can be used to help understand one's preferences and how they impact their leadership style. For example, the personality type ISFJ may prefer the affiliative leadership style as they are extremely committed, well-organised and they are good at considering how their decisions impact other people. ISFJs are good at staying on track with their goals, but they may struggle with ~~seeing~~ strategising and therefore find it difficult when there is not a clear direction.		MBTI can be used to help understand one's preferences and how they impact their leadership style. For example, the personality type ISFJ may prefer the affiliative leadership style as they are extremely committed, well-organised and they are good at considering how their decisions impact other people. ISFJs are good at staying on track with their goals, but they may struggle with strategising and therefore find it difficult when there is not a clear direction.

	The assessment tool can also be used to develop and improve skills and competencies. For example, individuals with a preference for intuition, xNxx types, may benefit from developing their strategic thinking skills, while individuals with a preference for sensing, xSxx types, may benefit from focusing more on details and data analysis since their personality has a preference for this.		The assessment tool can also be used to develop and improve skills and competencies. For example, individuals with a preference for intuition, xNxx types, may benefit from developing their strategic thinking skills, while individuals with a preference for sensing, xSxx types, may benefit from focusing more on details and data analysis since their personality has a preference for this.

Miriam: /* Project Manager Competency Development */

2023-05-09T08:19:33Z

Project Manager Competency Development

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	==== Project Manager Competency Development ====		==== Project Manager Competency Development ====
	The Project Manager Competency Development Framework (PMCD) is a framework for defining, assessing, and developing project manager competencies developed by the PMI. It defines key competencies that impact a project manager's performance<ref name='pmcdf'> Project Manager Competency Development (PMCD) Framework, ''PMI 2002''</ref>. The PMCD describes competencies as "a cluster of related knowledge, attitude, skills and other personal characteristics that affect major parts of one's job". The cluster regarding personal competencies can be grouped into six units representing competencies:		The Project Manager Competency Development Framework (PMCD) is a framework for defining, assessing, and developing project manager competencies developed by the PMI. It defines key competencies that impact a project manager's performance<ref name='pmcdf'> Project Manager Competency Development (PMCD) Framework, ''PMI 2002''</ref>. The PMCD describes competencies as "a cluster of related knowledge, attitude, skills and other personal characteristics that affect major parts of one's job". The cluster regarding personal competencies can be grouped into six units representing competencies, which can be seen in Figure 1.
	[[File:PMCDCompetence.png \| 500px \| thumb \| right \| Figure 1. PMCD framework people cluster]]		[[File:PMCDCompetence.png \| 500px \| thumb \| right \| Figure 1. PMCD framework people cluster]]

Miriam: /* Leadership styles */

2023-05-09T08:16:05Z

Leadership styles

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	\|}		\|}

	Choosing a leadership style is a very complex and challenging process. Different styles may be more or less effective depending on the specific situation and the people involved. The leader must understand their strength and weaknesses and have to consider their own personal values and communication style, to figure out which style works for them. Furthermore, the leader must understand the situation. What are the project goals, resources, and what is the general state of the project? Understanding the team that is being led is crucial. The leadership style will ~~change~~ the team ~~that is best motivated~~. Some teams need more coaching, and a coaching style will be more motivating. Whereas, teams that have all the necessary skills to complete the project may benefit from a more empowering leadership style, such as the pacesetting leadership style. All of these factors can change what leadership style will be most efficient for success and due to this being able to adapt is crucial.		Choosing a leadership style is a very complex and challenging process. Different styles may be more or less effective depending on the specific situation and the people involved. The leader must understand their strength and weaknesses and have to consider their own personal values and communication style, to figure out which style works for them. Furthermore, the leader must understand the situation. What are the project goals, resources, and what is the general state of the project? Understanding the team that is being led is crucial. The leadership style will improve the motivation of the team. Some teams need more coaching, and a coaching style will be more motivating. Whereas, teams that have all the necessary skills to complete the project may benefit from a more empowering leadership style, such as the pacesetting leadership style. All of these factors can change what leadership style will be most efficient for success and due to this being able to adapt is crucial.

	A seventh leadership style is situational leadership, see also [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership \| Situational Leadership]]. It is a leadership concept that argues that not just one leadership style works for all conditions. Therefore, it is a flexible style where the leader must adapt to the situation and the individuals on the team to be able to lead in the most optimal way at all times,<ref> Jennifer Jordan et. al., '' Finding the right balance - and flexibility - in your leadership style'', Harvard Business Review 2022</ref>. As this style assesses the maturity level of the people within the organisation and the current project situation, it is a difficult style to master. The leader needs to be able to understand the people involved at a high level and be able to adapt both to the individuals and to the project, meaning the leader must master several leadership styles to be successful.		A seventh leadership style is situational leadership, see also [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership \| Situational Leadership]]. It is a leadership concept that argues that not just one leadership style works for all conditions. Therefore, it is a flexible style where the leader must adapt to the situation and the individuals on the team to be able to lead in the most optimal way at all times,<ref> Jennifer Jordan et. al., '' Finding the right balance - and flexibility - in your leadership style'', Harvard Business Review 2022</ref>. As this style assesses the maturity level of the people within the organisation and the current project situation, it is a difficult style to master. The leader needs to be able to understand the people involved at a high level and be able to adapt both to the individuals and to the project, meaning the leader must master several leadership styles to be successful.

Miriam at 08:09, 9 May 2023

2023-05-09T08:09:10Z

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	Effective leadership is critical to successful projects. A project manager's leadership style has a significant impact on the project, the team’s motivation and productivity, and overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.		Effective leadership is critical to successful projects. A project manager's leadership style has a significant impact on the project, the team’s motivation and productivity, and overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.

	Self-awareness and self-reflection are some of the most important competencies a leader can have. When it comes to being a good leader, understanding oneself and understanding the people that must be led is crucial. Being self-aware can potentially lead to an understanding of behaviours and initiate useful changes to enhance leadership skills, such as learning to keep calm in stressful situations and enhancing communication with stakeholders~~. Better communication applies to~~ the team ~~as well~~. Understanding the members of the team and knowing how to communicate with each sets a good work environment for successful projects.		Self-awareness and self-reflection are some of the most important competencies a leader can have. When it comes to being a good leader, understanding oneself and understanding the people that must be led is crucial. Being self-aware can potentially lead to an understanding of behaviours and initiate useful changes to enhance leadership skills, such as learning to keep calm in stressful situations and enhancing communication with stakeholders, as well as the team. Understanding the members of the team and knowing how to communicate with each sets a good work environment for successful projects.

	Leadership development is the practice of preparing and improving future and current leaders, to lead their teams efficiently and effectively. Furthermore, leadership development is an investment in the organisation’s internal growth. Good leadership leads to many different benefits, and no matter what the desired goal is, developing the necessary skills to reach the goals can significantly improve productivity and morale in the organisation.		Leadership development is the practice of preparing and improving future and current leaders, to lead their teams efficiently and effectively. Furthermore, leadership development is an investment in the organisation’s internal growth. Good leadership leads to many different benefits, and no matter what the desired goal is, developing the necessary skills to reach the goals can significantly improve productivity and morale in the organisation.

Miriam at 08:07, 9 May 2023

2023-05-09T08:07:01Z

Miriam: /* Strategy */

2023-05-08T17:52:49Z

Strategy

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	The competencies are described in depth in relation to project, program, and portfolio management, which ensures the competencies are developed and understood in the right context although the competencies are the same. As with the competencies from the PMCD, the competencies presented here are strictly relevant to leadership development rather than general project management competencies.		The competencies are described in depth in relation to project, program, and portfolio management, which ensures the competencies are developed and understood in the right context although the competencies are the same. As with the competencies from the PMCD, the competencies presented here are strictly relevant to leadership development rather than general project management competencies.


	=== Strategy ===		=== Strategy ===

Miriam: /* IPMA Competence Baseline */

2023-05-08T17:52:25Z

IPMA Competence Baseline

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	==== IPMA Competence Baseline ====		==== IPMA Competence Baseline ====
	Apart from the PMI standards, the IPMA has also proposed a competence baseline which presents a list of necessary competencies <ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>. The framework of the competence baseline consists of 29 competencies which are split into three competence areas, but relevant to leadership is the people cluster. The competences relevant to people are shown in the Figure 2.		Apart from the PMI standards, the IPMA has also proposed a competence baseline which presents a list of necessary competencies <ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>. The framework of the competence baseline consists of 29 competencies which are split into three competence areas, but relevant to leadership is the people cluster. The competences relevant to people are shown in the Figure 2.
	[[File:IPMACompetence.png \| 500px \| thumb \| ~~right~~ \| Figure 2. IPMA Competence Baseline suggested competencies]]		[[File:IPMACompetence.png \| 500px \| thumb \| left \| Figure 2. IPMA Competence Baseline suggested competencies]]

	The '''self-reflection and self-management''' competence is about stress--management and reflection of oneself. The purpose of the '''Personal integrity and reliability''' is to enable the individual to make consistent decisions and behave consistently. '''Personal communication''' is about communicating effiently and effectively in various situations, to different audiences and across different cultures. '''Relationship and engagement''' deals with the individuals ability to build and maintain relationships. '''Leadership''' is enabling the individual to lead and motivate others. The '''Teamwork''' competence is to enable the individual to select the right team members and effectively manage the team. '''Conflict and crisis''' has to do with the ability to take effective action when a crisis or conflict arises. '''Resourcesfulness''' is about handling uncertainty, problems, change, limitations, and stressful situations, through new and more effective approaches. '''Negotiation''' is about reaching agreements through negotiation techniques. '''Results orientation''' is about focusing on project success<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.		The '''self-reflection and self-management''' competence is about stress--management and reflection of oneself. The purpose of the '''Personal integrity and reliability''' is to enable the individual to make consistent decisions and behave consistently. '''Personal communication''' is about communicating effiently and effectively in various situations, to different audiences and across different cultures. '''Relationship and engagement''' deals with the individuals ability to build and maintain relationships. '''Leadership''' is enabling the individual to lead and motivate others. The '''Teamwork''' competence is to enable the individual to select the right team members and effectively manage the team. '''Conflict and crisis''' has to do with the ability to take effective action when a crisis or conflict arises. '''Resourcesfulness''' is about handling uncertainty, problems, change, limitations, and stressful situations, through new and more effective approaches. '''Negotiation''' is about reaching agreements through negotiation techniques. '''Results orientation''' is about focusing on project success<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.

Miriam: /* Strategy */

2023-05-08T17:51:57Z

Strategy

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	The PMCD framework proposes a process for developing competencies. It is based on an iterative process, consisting of three steps<ref name='PMCD'>Catwright and Yinger, ''Project management competency development framework - second edition'', PMI 2007 </ref>, which can be seen in Figure 3.		The PMCD framework proposes a process for developing competencies. It is based on an iterative process, consisting of three steps<ref name='PMCD'>Catwright and Yinger, ''Project management competency development framework - second edition'', PMI 2007 </ref>, which can be seen in Figure 3.

	[[File:PmcdDevelopment.png \| 500px \| thumb \| right \| Figure 3: The three steps of developing leadership competencies]]		[[File:PmcdDevelopment.png \| 500px \| thumb \| right \| Figure 3. The three steps of developing leadership competencies]]

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	Effective leadership is critical to ~~have~~ successful projects. A project ~~managers~~ leadership style has significant impact on the project, the team’s motivation and productivity and ~~the~~ overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.		Effective leadership is critical to successful projects. A project manager's leadership style has a significant impact on the project, the team’s motivation and productivity, and overall performance. Different leadership styles can be used, as not all projects are the same and the teams involved are different in every project.

	Self-awareness and self-reflection are some of the most important competencies a leader can have. When it comes to being a good leader, understanding ~~one-self~~ and understanding the people that must be ~~lead~~ is crucial. Being self-aware can potentially lead to understanding of behaviours and initiate useful changes to enhance leadership skills, such as learning to keep calm in stressful situations and ~~enhance~~ communication with stakeholders. Better communication applies to the team as well. Understanding the members of the team and knowing how to communicate with each sets a good work environment for successful projects.		Self-awareness and self-reflection are some of the most important competencies a leader can have. When it comes to being a good leader, understanding oneself and understanding the people that must be led is crucial. Being self-aware can potentially lead to an understanding of behaviours and initiate useful changes to enhance leadership skills, such as learning to keep calm in stressful situations and enhancing communication with stakeholders. Better communication applies to the team as well. Understanding the members of the team and knowing how to communicate with each sets a good work environment for successful projects.

	Leadership development is the practice of preparing and improving future and current leaders, to lead their teams efficiently and effectively. Furthermore, leadership development is an investment in the organisation’s internal growth. Good leadership leads to many different benefits, and no matter what the desired goal is, developing the necessary skills to reach the goals can significantly improve productivity and morale in the organisation.		Leadership development is the practice of preparing and improving future and current leaders, to lead their teams efficiently and effectively. Furthermore, leadership development is an investment in the organisation’s internal growth. Good leadership leads to many different benefits, and no matter what the desired goal is, developing the necessary skills to reach the goals can significantly improve productivity and morale in the organisation.

	This article will describe the applications of leadership styles in a project context. Furthermore, a discussion of the different tools that can be used for developing leadership skills. The leadership skills presented in this article will focus on personal competencies, although external competencies such as quality management and risk management are as important. A case study is made to show how ~~the~~ personality types and competencies work to make successful projects. The potential limitations of the different leadership styles and tools will be discussed lastly.		This article will describe the applications of leadership styles in a project context. Furthermore, a discussion of the different tools that can be used for developing leadership skills. The leadership skills presented in this article will focus on personal competencies, although external competencies such as quality management and risk management are as important. A case study is made to show how personality types and competencies work to make successful projects. The potential limitations of the different leadership styles and tools will be discussed lastly.


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	\| Coercive \|\| Effective in emergency and crisis situations \|\| May lead to resentment and mistrust among team members		\| Coercive \|\| Effective in emergency and crisis situations \|\| May lead to resentment and mistrust among team members
	\|-		\|-
	\| Authoritative \|\| Provides clear direction and vision for the team \|\| May not be effective in situations where team do not share vision or values		\| Authoritative \|\| Provides clear direction and vision for the team \|\| May not be effective in situations where the team do not share vision or values
	\|-		\|-
	\| Affiliative \|\| Promotes a positive work environment \|\| May be inefficient in situations withouth a clear direction		\| Affiliative \|\| Promotes a positive work environment \|\| May be inefficient in situations withouth a clear direction
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	\|}		\|}

	Choosing a leadership style is a very complex and challenging process. Different styles may be more or less effective depending on the specific situation and the people involved. The leader must understand their strength and weaknesses, and have to consider their own personal values and communication style, to figure out which style works for them. Furthermore, the leader must understand the situation. What are the project goals, resources, and what is the general state of the project. Understanding the team that is being ~~lead~~ is crucial. The leadership style will change the team is best motivated. Some teams need more coaching, and a coaching style will be more motivating. Whereas, teams that ~~has~~ all the necessary skills to complete the project may benefit from a more empowering leadership style, such as the pacesetting leadership style. All of these factors can change what leadership style will be most efficient for success and due to this being able to adapt is crucial.		Choosing a leadership style is a very complex and challenging process. Different styles may be more or less effective depending on the specific situation and the people involved. The leader must understand their strength and weaknesses and have to consider their own personal values and communication style, to figure out which style works for them. Furthermore, the leader must understand the situation. What are the project goals, resources, and what is the general state of the project? Understanding the team that is being led is crucial. The leadership style will change the team that is best motivated. Some teams need more coaching, and a coaching style will be more motivating. Whereas, teams that have all the necessary skills to complete the project may benefit from a more empowering leadership style, such as the pacesetting leadership style. All of these factors can change what leadership style will be most efficient for success and due to this being able to adapt is crucial.

	A seventh leadership style is situational leadership, see also [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership \| Situational Leadership]]. It is a leadership concept that argues that not just one leadership style works for all conditions. Therefore, it is a flexible style where the leader must adapt to the situation and the individuals on the team to be able to lead in the most optimal way at all times,<ref> Jennifer Jordan et. al., '' Finding the right balance - and flexibility - in your leadership style'', Harvard Business Review 2022</ref>. As this style assesses the maturity level of the people within the organisation and the current project situation, it is a difficult style to master. The leader needs to be able to understand the people involved at a high level and be able to adapt both to the individuals and to the project, meaning the leader must master several leadership styles to be successful.		A seventh leadership style is situational leadership, see also [[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership \| Situational Leadership]]. It is a leadership concept that argues that not just one leadership style works for all conditions. Therefore, it is a flexible style where the leader must adapt to the situation and the individuals on the team to be able to lead in the most optimal way at all times,<ref> Jennifer Jordan et. al., '' Finding the right balance - and flexibility - in your leadership style'', Harvard Business Review 2022</ref>. As this style assesses the maturity level of the people within the organisation and the current project situation, it is a difficult style to master. The leader needs to be able to understand the people involved at a high level and be able to adapt both to the individuals and to the project, meaning the leader must master several leadership styles to be successful.
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	=== Skills and competencies ===		=== Skills and competencies ===
	Each leadership style emphasises different skills and competencies a leader must exhibit to be considered effective. The IPMA defines competence as "The application on knowledge, skills, and abilities to achieve the desired results"<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.		Each leadership style emphasises different skills and competencies a leader must exhibit to be considered effective. The IPMA defines competence as "The application of knowledge, skills, and abilities to achieve the desired results"<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.
	There are many different skills that are important when considering leadership. Deciding which skills and competencies ~~that~~ are the most important can depend on what type of organisation the leader is part of. Although, there are some general competencies that will prove relevant in most cases.		There are many different skills that are important when considering leadership. Deciding which skills and competencies are the most important can depend on what type of organisation the leader is part of. Although, there are some general competencies that will prove relevant in most cases.

	==== Project Manager Competency Development ====		==== Project Manager Competency Development ====
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	Each of the units ~~are~~ broken down into more elements reflecting the skills or behaviours related to the competency. The clusters are interconnected and interdependent and it is important to develop competencies across all six areas to be an effective leader.		Each of the units is broken down into more elements reflecting the skills or behaviours related to the competency. The clusters are interconnected and interdependent and it is important to develop competencies across all six areas to be an effective leader.

	The '''Achievement and action''' cluster defines leaders as task-driven. Their main priority is to complete the project. The competencies related to this are therefore concern for order, quality, and accuracy, as well as the ability to initiate action and seek information. The ''' Helping and human service''' cluster deals with people. The competencies described are customer service orientation, implying a desire to help others and interpersonal understanding. The '''Impact and influence''' cluster focuses on the ability to influence people and the project. The competencies include the competence of impact and influence, which is about influencing others to have an impact. For that to be possible relationship-building competencies are crucial as well as organisational awareness. The '''Managerial''' cluster is considered to hold the key competencies for conducting successful projects. The competencies defined in this cluster are teamwork and cooperation, team leadership, which is defined as the desire to lead others, developing others, and directiveness. The '''Cognitive''' cluster defines competencies within problem analysis. The two competencies in this cluster are analytical- and conceptual thinking. The last cluster deals with '''personal effectiveness''' and the competencies include self-control, self-confidence, flexibility, and organisational commitment <ref name='TraitTheoryMBTI'> Dean Gehring, ''Applying Traits Theory of Leadership to Project Management'', PMI 2007, p.47-48 </ref>		The '''Achievement and action''' cluster defines leaders as task-driven. Their main priority is to complete the project. The competencies related to this are therefore concern for order, quality, and accuracy, as well as the ability to initiate action and seek information. The ''' Helping and human service''' cluster deals with people. The competencies described are customer service orientation, implying a desire to help others and interpersonal understanding. The '''Impact and influence''' cluster focuses on the ability to influence people and the project. The competencies include the competence of impact and influence, which is about influencing others to have an impact. For that to be possible relationship-building competencies are crucial as well as organisational awareness. The '''Managerial''' cluster is considered to hold the key competencies for conducting successful projects. The competencies defined in this cluster are teamwork and cooperation, team leadership, which is defined as the desire to lead others, developing others, and directiveness. The '''Cognitive''' cluster defines competencies within problem analysis. The two competencies in this cluster are analytical- and conceptual thinking. The last cluster deals with '''personal effectiveness''' and the competencies include self-control, self-confidence, flexibility, and organisational commitment <ref name='TraitTheoryMBTI'> Dean Gehring, ''Applying Traits Theory of Leadership to Project Management'', PMI 2007, p.47-48 </ref>

	The PMCD also has a Knowledge/Performance competence cluster about risk management, scope management and so on. These competencies are as the others just as important but are strictly from a project ~~managers~~ perspective and not a ~~leaders~~ perspective.		The PMCD also has a Knowledge/Performance competence cluster about risk management, scope management, and so on. These competencies are as the others just as important but are strictly from a project manager's perspective and not a leader's perspective.

	==== IPMA Competence Baseline ====		==== IPMA Competence Baseline ====
	Apart from the PMI standards, the IPMA has also proposed a competence baseline which presents a list of necessary competencies <ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>. The framework of the competence baseline consists of 29 competencies which are split into three competence areas, but relevant to leadership is the people cluster. The ~~competences~~ relevant to people are shown in ~~the~~ Figure 2.		Apart from the PMI standards, the IPMA has also proposed a competence baseline which presents a list of necessary competencies <ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>. The framework of the competence baseline consists of 29 competencies which are split into three competence areas, but relevant to leadership is the people cluster. The competencies relevant to people are shown in Figure 2.
	[[File:IPMACompetence.png \| 500px \| thumb \| left \| Figure 2. IPMA Competence Baseline suggested competencies]]		[[File:IPMACompetence.png \| 500px \| thumb \| left \| Figure 2. IPMA Competence Baseline suggested competencies]]

	The '''self-reflection and self-management''' competence is about stress--management and reflection of oneself. The purpose of ~~the~~ '''Personal integrity and reliability''' is to enable the individual to make consistent decisions and behave consistently. '''Personal communication''' is about communicating ~~effiently~~ and effectively in various situations, to different audiences and across different cultures. '''Relationship and engagement''' deals with the ~~individuals~~ ability to build and maintain relationships. '''Leadership''' is enabling the individual to lead and motivate others. The '''Teamwork''' competence is to enable the individual to select the right team members and effectively manage the team. '''Conflict and crisis''' has to do with the ability to take effective action when a crisis or conflict arises. '''Resourcesfulness''' is about handling uncertainty, problems, change, limitations, and stressful situations, through new and more effective approaches. '''Negotiation''' is about reaching agreements through negotiation techniques. '''Results orientation''' is about focusing on project success<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.		The '''self-reflection and self-management''' competence is about stress--management and reflection of oneself. The purpose of '''Personal integrity and reliability''' is to enable the individual to make consistent decisions and behave consistently. '''Personal communication''' is about communicating efficiently and effectively in various situations, to different audiences and across different cultures. '''Relationship and engagement''' deals with the individual's ability to build and maintain relationships. '''Leadership''' is enabling the individual to lead and motivate others. The '''Teamwork''' competence is to enable the individual to select the right team members and effectively manage the team. '''Conflict and crisis''' has to do with the ability to take effective action when a crisis or conflict arises. '''Resourcesfulness''' is about handling uncertainty, problems, change, limitations, and stressful situations, through new and more effective approaches. '''Negotiation''' is about reaching agreements through negotiation techniques. '''Results orientation''' is about focusing on project success<ref name=IPMA> Competence Baseline version 4.0, ''IPMA 2015''</ref>.

	The competencies are described in depth in relation to project, program, and portfolio management, which ensures the competencies are developed and understood in the right context although the competencies are the same. As with the competencies from the PMCD, the competencies presented here are strictly relevant to leadership development rather than general project management competencies.		The competencies are described in depth in relation to project, program, and portfolio management, which ensures the competencies are developed and understood in the right context although the competencies are the same. As with the competencies from the PMCD, the competencies presented here are strictly relevant to leadership development rather than general project management competencies.