Transformational Leadership and Project Management

#elegantcommunicationUK #elegantcomUK #communicatingopenly #projectmanagement

It is generally accepted that different contexts demand the application of different leadership styles and behaviours (Landis et al, 2014). Project environments are highly uncertain and project managers will often have to deal with extreme events; the Project Manager’s role and effectiveness as leader are critical for the overall success of the project when extreme events occur (Meredith and Mantel, 2012).

When approaching leadership as a process we find four dynamics that are interrelated and can impact the result of leadership and the leader's trait requirements: i) The process as a bi-direction transactional event, ii) influence that can vary in intense, iii) the group (followers) that can be highly diversified and iv) the common goals that the group needs to be aligned with. Leadership therefore should not be treated as a passive state (Northouse, 2013).

Leaders should possess qualities and behave in ways that their followers can associate with (Landis et al, 2014; Northouse 2013). Meredith and Mantel (2012), group 15 leadership competencies which depending on the type of project and rate of complexity, PMs are called to demonstrate different levels of these competencies.

From this perspective the trait approach could be adopted to certain extend in project leadership, where the leader possesses a number of traits that in general are considered essential to lead a project team. There is though the limitations of the “situation” and the “followers” that are not being considered in this approach; in certain occasions different set of traits might be required than the ones identified and generally accepted (Northouse, 2013).

Project leadership requires a more holistic approach that considers the factors of complexity and uncertainty in project environments such as the transformational leadership theory model (Tyssen et al, 2014 ; Bass, 1985 in Northouse, 2013). In transformational leadership, leaders are called to become role models and model the way for their followers. They are also required to create a vision so that the followers know where they are heading to, while at the same time they shape and communicate the values and norms that will construct the organizational culture.

The transactional leadership component of the model as a continuum of the transformational leadership, has often been used in projects as a form of motivation where the project manager negotiates rewards with the project team. Passive (laisser-faire leadership) and coercive behaviours are not encouraged and should be avoided in a project environment (Tyssen et al, 2014).

Transformational leadership as in the traits approach, has been extensively researched and has intuitive appeal, being understandable and accepted. It approaches leadership as a process accounting all dynamics while at the same time gives an expanded view which includes elements from the other models. In addition, it emphasises on the moral dimension of leadership taking under consideration the group's needs, values and morals.

Transformational leadership approach appears to have some limitations as well:

1. The fact that covers a wide range of characteristics results to lack of conceptual clarity with overlaps on similar concepts (i.e. transformational and charismatic leadership).

2. While theorists claim that transforms both organizations and followers, evidence that support the transformation of followers have not been presented.

3. Another weakness is that leadership is treated as a trait and not as a behaviour that can be taught.

4. The theory has been challenged and criticized as elitist and antidemocratic, as it often gives the impression that the followers are not been considered at all times.

5. The measures used for measurement and their validity is another limitation in transformational leadership.

References

Meredith, J.R. & Mantel, S.J., Jr. (2012) Project Management: A Managerial Approach. 8th ed. Hoboken, NJ: John Wiley and Sons.

Northouse, P.G. (2013) Leadership: Theory and Practice. 6th ed. Thousand Oaks, CA: Sage.

Landis, E. A., Hill, D., & Harvey, M. R. (2014) ‘A Synthesis Of Leadership Theories And Styles’, Journal of Management Policy & Practice, 15 (2), pp.97–100.

Tyssen, A. K., Wald, A., & Spieth, P. (2014) ‘The Challenge Of Transactional And Transformational Leadership In Projects’, International Journal of Project Management, 32 (3), pp.365–375.