Btl n02

PROJECT MANAGEMENT
PRESENTATION

INTEGRATING LEADERSHIP AND MANAGEMENT
GROUP 2

1.
2.
3.
4.
5.
6.
7.

Nguyễn Lai Duy Đức – 1410942
Vũ Minh Ngọc – 1412524
Vũ Quang – 1413119
Lưu Khánh Quân – 1413137
Lê Viết Thịnh – 1413775
Trần Quốc Tuấn – 1414439
Dương Hồ Duy Vũ - 1414725

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1. Leadership & Management

LEADERSHIP

Getting others to want to
do what must be done.

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MANAGEMENT

Dealing with the work
that must be done

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1.1. Four general styles of

leadership

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Participative

Consultative

Delegative

Directive

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1.2. Four general styles of

leadership

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1.3. Four general styles of
leadership
1) Directive
style

Telling followers what
to do, how to do it, by
when, and so on

2) Consultative
style

This style can be called
selling or persuasive

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1.4. Four general styles of

leadership
3) Participative
style

4) Delegative
style
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Approaching the follower
has more autonomy; you
ask for his thoughts on how
the work should be done

Telling a follower to
“take the job and run
with it.”
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2. What determines which style
to use?
Based on the fact

Ask yourself two
questions:

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Can the team
member do

the work?

Will the
person take
responsibility
for it?

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Can and will ?

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3. Leadership Behavior
Leadership was defined
earlier as “getting others to
want to do something that
must bedone.”
True leadership is granted by followers—that is,
they willingly follow a leader.

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4. Leadership Practices
4.1. Vision
Leaders must inspire a shared vision in
followers, they must involve them in
achieving that vision, and they must
encourage and demonstrate persistence in the
face of adversity.

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4. Leadership Practices
4.2. Involvement
True leadership involves people in pursuing
the vision. People who are involved are
committed and motivated to give their best
efforts to achieve difficult objectives.

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4 - Leadership Practices
4.3. Persistence
Leader must maintain a positive attitude in
the face of difficulties.

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5. Subpractices
Challenging the
process

Inspiring a
shared vision

Search for
opportunities
Experiment and
take risks

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Modeling the
way
Plan small wins

Envision the
future
Enlist others

Enabling others
to act

Set the example

Foster
collaboration
Strengthen
others

Encouraging the
heart

Recognize
individual
contributions
Celebrate
accomplishments

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5.1. Challenging the process

An organization must engage in continuous
improvement, and it is the leader’s job to
initiate such change by constantly asking,
“Isn’t there a better way of doing this?”

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5.2. Inspiring a shared vision
One of the factors that is most motivating to
people is the pursuit of a dream.
Leader should work very hard to ensure that
your team has a shared vision before you
proceed with the work to be done.
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5.3. Enabling Others to Act
• This may be the one practice that is most
violated in organizations.
• This law states that in any system of humans
or machines, the element in the system
having the greatest flexibility in its behavior
will control the system.

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5.3. Enabling Others to Act
The positive approach to gaining control is to
employ good project management practice.
1. Each member of the project team must
have a clear understanding of her objective,

with the purpose stated.

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5.3. Enabling Others to Act
2. Each individual must have a plan for how
to do his part of the project work.

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5.3. Enabling Others to Act
3. Each individual must have the skills and
resources to perform her work adequately.

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5.3. Enabling Others to Act
4. The team member must receive direct
feedback on performance so he knows
exactly how he is doing compared to the
plan.

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