Leading projects, people and teams. Flashcards
Name leadership styles:
Normally pivot along:
- Authoritarian
- democratic
- Laissez-faire
What do you do to ensure effective leadership?
- Set clear roles and responsibilities
- Set mile stones
- Set outcomes at each stage of the project. Include them in the PEP and ensure there isn’t any conflicts.
Distribution Centre Refurb. How did you ensure clear lines of communication?
- I developed a flowchart showing the communication lines and approval process.
- I arranged 3 sets of different meetings: daily, weekly and ad hoc.
New Leisure Centre. Lead architect failed to deliver.
What actions did you take?
1- Discuss it with the architect to understand the delay. Cause and quantity.
2- Inform the client of the delay and inform of the measures I was implementing such as for thorough control over outcomes and programme at the design meetings.
I also advised the client in how to implement the efficiency on decision making. Schedule of decision deadlines.
Managing junior members. What advise did you give them?
- Set clear lines of communications
- Roles and responsibilities
- Monitor progress against approved programme.
- Change recording, approval processes
What are the key differences between hard and soft skill sets?
• Soft skills are commonly referred to as interpersonal which have an emphasis on attributes
such as verbal communication such as public speaking, the ability to offer motivational support,
empathy and understanding of different personalities within the team, negotiation skills and
leadership.
• Hard skills are more technically focussed, are more tangible and easier to measure. These
could include skills such as advanced skills using programming software, foreign languages,
qualifications, analytical & mental arithmetic skills.
What is the difference between co-ordination and management?
- Coordination is to organise and sequence the projects deliverables in a logical and efficient order
- Management is to assert control over the project, its team members or its deliverables
What is the difference between leadership and management?
-
Management is associated with controls of direct personnel and resources in a group accordioning to
an organisational structure and its associated chain of command. This is governed by principles or
values that are already established within the organisation -
Leadership does not require a formal organisational structure or set values. Leadership is more
associated with setting a new direction or vision for a group that they willingly follow. A leader
is the figurehead of the new direction
What are the different management styles you are aware of?
Autocratic – The feedback and ideas of subordinate team members are not considered. This adopts
more of a micromanaging style where tasks are clearly set out for team members and performance is
measured against the deliverables that have been defined
Democratic - The feedback and ideas of subordinate team members are considered by management and
taken into consideration. Effective communication and methods of working and agreed prior to taking
on tasks in this participative and share style of management. Team members take on a level of
participation in making key decisions
Laizzes-fair – Managers adopt an attitude of trust and reliance on their subordinates. No
micromanagement is used and team members are trusted to manage their own workloads. Employees are
allowed the freedom to use their creativity, resources, and experience to meet their deliverables
Which attributes would you associate with a successful leader?
- Someone who is able to encourage effective teamwork
- An effective decision maker
- Someone who is well organised and able to plan ahead
- A strong negotiator
- Caring and empathetic
- An excellent communicator
- Good listening skills
- Leads by good example
- Integrity and trustworthiness
- Innovative and creative
- Problem solving
Can you explain the steps you would take to solve a key problem on a project?
- Step 1: Identify and determine the problem. Describe the problem as clearly as possible
- Step 2: Generate possible solutions
- Step 3: Evaluate alternatives
- Step 4: Decide on a solution
- Step 5: Implement the solution
- Step 6: Evaluate the outcome
How would you deal with an underperforming team member?
- Organise a meeting with the team member within a calm, private setting
- Talk through any underlying issues and look to address any difficulties they may be facing
- Review their scope of services / deliverables and request that they improve their performance by making it clear what is expected of them
- Review performance with the team member at a later stage leaving a suitable amount of time for the issues to be addressed
- If issues persist I would raise concerns with the manager of the team member and possible consider replacing the individual
What is a RACI matrix?
• A RACI matrix is a simple chart that is used to assign roles and responsibilities for each task
- RACI Stands for:
- Responsible – The person responsible for the task under consideration
- Accountable – The person who signs off decisions and oversees the responsible person of each task
- Consulted – The team members who are involved in discussions about the task
- Informed – Different stakeholders who need to be kept updated on the task
• Note there can only be one responsible person and one accountable person of r each task
however there maybe multiple people who are consulted or informed
What is McGregor’s theory in terms of motivating staff or team members?
Theory X
• This is based on the assumption that team members reporting to managers typically dislike their work and have
little motivation
• Managers subscribing to theory X will usually adopt an management style
• This approach is very hands on and usually involves micromanaging people’s work
Theory Y
• Theory Y is based on the view that team members take great pride in their work and view this as a challenge
• Managers subscribing to this theory will adopt more of passive or democratic management style
• Team members are trusted to take ownership of their own work and perform tasks by themselves
What is Maslow’s hierarchy of needs?
- Maslow’s theory is based on a pyramid structure which comprises a five tier model for team members to feel content and motivated
- The lower tiers contain concepts based around providing people with their basic human needs such as food, warmth and shelter, these all need to be met before higher needs can be me.
- The middle tiers require physiological needs to be met such as feelings of accomplishment and interpersonal relationships
- Finally the upper tier is based on team members gaining a feeling of self achievement and accomplishment
