Serving and leadership

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In the previous article I tried to explain in what light the new one A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Seventh Edition And The Standard For Project Management puts the project manager. For this purpose, we looked at the information contained in the introduction to the Standard and in the chapter on the "Value Delivery System". Today we will look at the principles of project management presented in the next chapter. Of the 12 principles, two can be applied directly to the project team leader, although partially also to other people. These are “Servation” and “Leadership.” Let us remember, however, that they are not prescriptive in nature and leave wide space for the implementation of practical actions in accordance with the general guidelines.

Be a diligent, respectful and caring servant, both within and outside your organization. Easement is intended to be an indication of honest actions that are consistent with the guidelines applicable to the organization's members as well as the global guidelines of the law. At the same time, these activities are to be characterized by concern for the broadly understood financial, social and technical well-being, as well as the sustainable use of the natural environment. Until this point, the above guidelines should be considered to apply to all people involved in the project. However, the mandate to commit to project team members and treat them with respect, as well as to understand the proper use of formal position and responsibility, will be of particular importance to those leading others.

Leadership is to be demonstrated through behaviors that support individuals and teams. Effective leadership behaviors will promote project success and achieve positive results. Importantly, not only the Project Manager, but every member of the project team can demonstrate leadership behavior. Leadership is not the same as power. An effective leader will be able to motivate team members in a way tailored to them and change their behavior depending on the situation. At the same time, these behaviors will always be honest and consistent with ethical principles of conduct.

The principles of "Service" and "Leadership" discussed above therefore confirm, as we have already noticed, the departure from the clearly defined role of the Project Manager in favor of recommendations that can be implemented in various project environments by different people performing different roles. One can get the general impression that in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Seventh Edition And The Standard For Project Management  the scale of assigned importance tilts even more towards the team, instead of the individual leader. We will therefore discuss the team in more detail in the next entry regarding further principles.

Author of the article: Maciej Krupa

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