Hello and welcome to another Parallel Project Training podcast. My name is Ruth Phillips, and I’m here today with Paul Naber to talk about the topic of leadership. We’re discussing leadership in relation to the APM PMQ syllabus for exams starting in September 2024. Welcome to the podcast, Paul.
Hello, how are you?
I’m very good, thank you. So, leadership is quite a hot topic at the moment, and there’s a lot to discuss. Shall we start by talking about what makes a good leader, in your opinion?
Yes, that’s a good start. The learning objective in the syllabus is to understand leadership as a way to empower and inspire others to achieve success or deliver successful projects. Have you ever seen the film “A Bug’s Life”?
No, I haven’t.
Oh, you should watch “A Bug’s Life.” The whole plot revolves around a group of ants who live on an island. They usually pay a levy to the crickets, but eventually, the ants revolt. The leader of the crickets tries to maintain control by saying it’s about preserving their way of life, not just about the levy. It’s about that bigger purpose.
I think there’s so much we can unpick from films about leadership. That might be a whole new podcast series! But back to your point, I like the definition that includes both “empower” and “inspire.” Often, people think of good leaders as just being charismatic, but it’s also important to empower and motivate people to take responsibility and succeed.
There’s a good paper on the PM’s website, “Survival Leadership Skills for Project Managers.” It talks about the ability to inspire, motivate, and deal with uncertainty. Although it’s not in the syllabus, I recommend it for those wanting to understand leadership. The syllabus is more foundational, but there’s plenty of additional information out there. Another key characteristic is the ability to provide continuity of vision.
Yes, that’s crucial. One of the APM survival skills is the ability to make decisions in the face of uncertainty. In a project, if you wait until you have all the facts, you’d never start. Unlike in regular business operations, project managers must often make decisions without complete information.
Absolutely. Let’s look at the learning outcomes in the syllabus. The first one is understanding how leadership impacts team performance and motivation, focusing on Maslow, Herzberg, and McGregor. Can we summarise these models?
Maslow and Herzberg talk about basic needs. Maslow’s hierarchy and Herzberg’s hygiene factors both address essential needs like food, shelter, and security. Without these, people become demotivated. Higher-level needs, such as interesting work and self-actualisation, are the true motivators. McGregor’s Theory X and Theory Y explore two types of workers: those motivated by pay and those by the work itself.
In projects, you must get the basics right—these are not motivators in themselves, but their absence can demotivate. This is evident in feedback from training courses, where factors like food and room temperature affect participants’ engagement.
Yes, and anyone who’s worked on a remote project knows the importance of basic amenities. If these are lacking, motivation drops. But providing excellent facilities doesn’t necessarily increase motivation; it just prevents dissatisfaction.
Moving to the higher-level motivators, it’s about aligning work with people’s interests and skills, setting challenging but achievable targets, and rewarding achievements. McGregor’s theory also suggests understanding that people have different motivations and work styles, which doesn’t mean they’re disengaged.
Yes, understanding these dynamics is key. The next learning outcome is understanding why it may be necessary to change leadership styles depending on the situation. What are some of these styles?
Styles include autocratic, democratic, and laissez-faire. Each has its place. Autocratic leadership is useful in situations requiring quick decisions, like meeting urgent deadlines. Democratic leadership involves team input, useful in planning and decision-making phases. Laissez-faire suits high-performing, self-motivated teams.
It’s about using the right style at the right time. At the start of a project, an autocratic style can provide direction and clarity, which is comforting for a new team. As the project progresses, a more participative style helps mould the team and fosters collaboration.
Exactly. The third learning outcome is understanding the importance of a coaching and mentoring style in leadership and the role of emotional intelligence. Why is coaching and mentoring important in a project environment?
Coaching and mentoring help grow your team’s competence and capability. Projects aren’t just about delivering outcomes but also about developing the team for future challenges. Coaching involves guiding individuals to find their own solutions, while mentoring offers advice based on experience.
Emotional intelligence (EI) is another critical component. It’s about understanding and managing your own emotions and recognising and influencing the emotions of others. This balance is crucial for project managers, who need to maintain cool heads under pressure while being empathetic towards their team.
Indeed. EI helps project managers regulate their responses, maintain team morale, and handle conflicts effectively. Good leaders balance practical skills with people skills, essential for successful project delivery.
So, we’ve covered what makes a good leader, different leadership models, the necessity of adapting leadership styles, and the role of coaching, mentoring, and emotional intelligence.
Thank you very much, Paul.
Thank you. Goodbye.
