Leadership and Teamwork

Question 1

what are the 5 functions of management

Answer 1

1. plan
2. organise
3. command
4. control
5. co-ordinate

Question 2

what are 11 leadership characteristics

Answer 2

1. Communicator: having the ability to define and communicate a vision in a manner that meets the needs of each stakeholder
2. Charismatic: often closely linked to communication skills, charismatic project managers are able to appeal to stakeholders and present compelling arguments
3. Attitude (can-do): positive project managers help create a similar attitude within their team, thereby helping them to achieve challenging goals
4. Fairness: respect for differing views and opinions and integrity is important if the project manager is to gain the trust of team members and other stakeholders
5. Persuasive: project managers will need to influence stakeholders by presenting compelling arguments (for instance, negotiating project resources with functional managers and/or the project sponsor)
6. Inventive: creative solutions will often be required to resolve project issues in a timely manner
7. Adaptable: a flexible and pragmatic approach will often be required to ensure that solutions are reached which accommodate the varying interests of project stakeholders
8. Common sense: sensible solutions are required to satisfy the triple constraints of the project; the best technical solution may not be the optimum approach if the other project constraints are disregarded
9. Open-minded: project managers must be open to new ideas and opinions in order that effective strategies are adopted in order to satisfy project objectives
10. Vision: project managers must have the ability to define and communicate the project goals in a manner that encourages stakeholders and team members to follow their lead (especially important in the early stages of any project)
11. Persistent: there will be times when different approaches may be required to overcome project issues if the initial solution or strategy proves to be unsuccessful

Question 3

what are the 5 levels of Maslow’s hierarchy of needs

Answer 3

1. Physiological - The basic needs for food, water, sleep etc.
2. Safety - May include security (including job security), personal safety, predictability and order
3. Social - Team members feel comfortable with colleagues and other individuals they are required to interact with
4. Esteem - Individuals have self-respect and feel their contribution is valued by others
5. Self-actualisation - Team members continually try to develop their potential

Question 4

what are the 7 Herzberg motivators

Answer 4

1. respect
2. reward
3. recognition
4. responsibility
5. challenging assignments
6. achievement
7. personal growth

Question 5

what are the 7 Herzberg hygiene factors (de-motivators)

Answer 5

1. working conditions
2. salary
3. relationships
4. environment
5. company policies
6. job security
7. personal life

Question 6

what are the 4 points describe workers of McGregor’s Theory X

Answer 6

1. inherently lazy and avoids work whenever possible
2. must be supervised and directed
3. needs the threat of punishment to work
4. avoids responsibility

this management relies on external motivation such as strict rules, performance incentives and threats to job security

Question 7

what are the 4 points describe workers of McGregor’s Theory Y

Answer 7

1. people are not by nature resistant to organisational needs
2. they are willing and eager to accept responsibility
3. they don’t require constant supervision
4. they seek opportunity for personal improvement and self respect

management can take advantage of this scenario by creating an environment where workers own goals coincide with organisational objectives

Question 8

what are 8 attributes of good leaders

Answer 8

1. lead by example - good role models
2. good communicators, especially listening
3. fair and even handed
4. good at other aspects of project management
5. command respect
6. care about people
7. will take risks for and stand up for their people
8. will always be there for the team

Question 9

what are 5 aspects of transactional leadership

Answer 9

1. Leadership is responsive
2. Works within the organisational culture
3. Transactional leaders make employees achieve organisational objectives through rewards and punishment
4. Motivates followers by appealing to their own self-interest
5. Management by exception: maintain status quo, stress correct actions to improve performance

Question 10

what are 5 aspects of transformational leadership

Answer 10

1. Leadership is proactive
2. Work to change the organisational culture by implementing new ideas
3. Transformational leaders motivate and empower employees to achieve company’s objectives by appealing to higher ideals and moral values
4. Motivates followers by encouraging them to transcend their own interests for those of the group or unit
5. Individualised consideration: each behaviour is directed to each individual to express consideration and support
   Intellectual stimulation: promote creative and innovative ideas to solve problems

Question 11

what are the 3 basic steps to apply the will/skill matrix

Answer 11

1. Identify the skill and will of the team member to accomplish the task
2. Use the matrix to identify an appropriate style to lead the team member
3. Discuss your approach and reasons for the approach with the team member

Question 12

are the 4 quadrants of the skill/will matrix

Answer 12

1. direct
2. guide
3. delegate
4. excite

Question 13

describe the attributes for low skill / low will - Direct

Answer 13

when to use:

• Is new to the task, project or role
• Has low confidence
• Has tried before and failed

how to use:
Build the will – provide clear briefing and specific instructions. Develop a vision of future performance. Identify what motivates them.

Build the skill – structure tasks for ‘quick wins’ – provide mentoring and training

Sustain the will – provide frequent feedback – acknowledge good work, nurture team member through praise

Question 14

describe the attributes for high will / low skill - Guide

Answer 14

when to use:
Is an enthusiastic beginner, new to a particular task, project or role.

how to use
Use a combination of directing (telling) and guiding / coaching (inquire / ask / use open ended questioning) to build their skill.

Invest time – answer questions and explain

Create a risk free environment to allow for early mistakes and learning

Relax control as progress and development is shown

Question 15

describe the attributes for high skill / low will - Excite

Answer 15

when to use:
Is a skilled, experienced person who has hit a plateau

Needs a new challenge

Is being affected by some other factor

how to use:
Identify the reason for low willingness and low motivation – consider the assigned task, management style or personal factors

Monitor and provide (regular) feedback

Question 16

describe the attributes for high skill / high will - Delegate

Answer 16

when to use:
Is a skilled worker looking for more opportunities to grow and develop

how to use:
Provide freedom to complete the work – set the objective, not the method.

Praise (do not ignore)

Encourage the team member to take responsibility – involve them in decision-making. Offer your opinions sparingly, and only if there is a very good reason for doing so.

Take appropriate risks – give more demanding (stretching) tasks and do not ‘over manage’ the team member.