8 PM Performance Domains

Team
PMBOK 7th Edition
The following definitions are
relevant to the Team Performance
Domain:

Project Manager. The person

assigned by the performing
organization to lead the project
team that is responsible for
achieving the project objectives.

Project Management Team. The

members of the project team who
are directly involved in project
management activities.

Project Team. A set of individuals

performing the work of the project
to achieve its objectives.
 The Team Performance
Domain addresses
activities and functions
associated with the people
who are responsible for
producing project
deliverables that realize
business outcomes.

PMBOK 7th
Ed, 2021
Project Management Principles
Team Performance Domain
Project Team Management & Leadership
Management Leadership

● focus on the means of meeting ● focus on people. Leadership

project objectives, such as having includes influencing, motivating,
effective processes, planning, listening, enabling ..
coordinating, measuring, and ● leadership activities should be
monitoring work.. practiced by all project team
● management activities may be members
centralized or distributed
● Project team culture

Norm, behaviors
● High performance project team
● Leadership skills

Vision, critical thinking, motivation, interpersonal skills

● Leadership styles

Adapt to situations

Distributed project teams

Some Leadership models
● Leadership traits
● Leadership skills
● Leadership styles
● Servant LEadership
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 12

Major Leadership Traits

Traits to possess or cultivate if one seeks to be
perceived by others as a leader:

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 13

Major Leadership Traits

Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
⯍ Intelligence
⯍ Self-Confidence
⯍
⯍
Determination
Integrity
Traits vs Skills ?
⯍ Sociability

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 14

Three-Skill Approach (Katz, 1955)

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Basic Administrative Skills – Katz (1955)

Leaders need all

three skills – but,
relative importance
changes based on
level of management

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
⯍ Technical skill - having knowledge about and being proficient in a
specific type of work or activity.

◆ Specialized competencies

◆ Analytical ability

◆ Use of appropriate tools and techniques

⯍ Technical skills involve hands-on ability with a product or process

⯍ Most important at lower levels of management

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
⯍ Human skill – having knowledge about and being able to work with
people.

◆ Being aware of one’s own perspective and others’ perspectives

at the same time

◆ Assisting group members in working cooperatively to achieve

common goals

◆ Creating an atmosphere of trust and empowerment of members

◆ Important at all levels of the organization

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
⯍ Conceptual skill - the ability to do the mental work of shaping meaning of
organizational policy or issues (what company stands for and where it’s
going)

◆ Works easily with abstraction and hypothetical notions

◆ Central to creating and articulating a vision and strategic plan for

an organization

◆ Most important at top management levels

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 19

Leadership styles

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 20

Leadership Styles
Definition
⯍ Leadership style - the behavior pattern of
an individual who attempts to influence
others
It includes both:
◆ Directive (task) behaviors
◆ Supportive (relationship) behaviors
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 21

Leadership Styles – con’t

Dimension Definition
⯍ Directive behaviors - Help group
members in goal achievement via one-
way communication through:
◆ Giving directions
◆ Establishing goals & how to achieve them
◆ Methods of evaluation & time lines
◆ Defining roles
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 22

Leadership Styles, cont’d.

Dimension Definitions
⯍ Supportive behaviors - Assist group members
via two-way communication in feeling
comfortable with themselves, co-workers, and
situation
◆ Asking for input
◆ Problem solving
◆ Praising, listening
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 23

Situational Leadership II (SLII model)

S3: Supporting S2:Coaching

High Supportive High Supportive

Low Directive High Directive
Supportive

behavior

S4: Delegating S1: Directing

Low Supportive Low Supportive

High Directive
Low Directive
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 24

S1 - Directing Style

S1 ⯍ Leader focuses
communication on goal
Directing achievement

⯍ Spends LESS time using

High Directive supportive behaviors

Low Supportive
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 25

S2 - Coaching Style
⯍ Leader focuses communication on
S2 BOTH goal achievement and
supporting subordinates’
socioemotional needs
Coaching
⯍ Requires leader involvement
through encouragement and
High Directive soliciting subordinate input

High Supportive
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 26

S3 - Supporting Style
⯍ Leader does NOT focus solely on
goals; uses supportive behaviors to
S3 bring out employee skills in
accomplishing the task
Supporting ⯍ Leader delegates day-to-day
decision-making control, but is
High Supportive available to facilitate problem solving

Low Directive
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 27

S4 - Delegating Style
⯍ Leader offers LESS task input
and social support; facilitates
subordinates’ confidence and
S4 motivation in relation to the task
Delegating ⯍ Leader lessens involvement in
planning, control of details, and
goal clarification
Low Supportive
⯍ Gives subordinates control and
refrains from intervention and
Low Directive unneeded social support
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION

How should we match style to situation?

LEADERSHIP THEORY
Discussion
AND PRACTICE SIXTH EDITION
29

What kind of leadership behavior/ style that you observed in

your group leader/ direct boss?

What kind of leadership behavior of your group leader/ direct

boss that you think he should have in that situation?

What leadership behavior/style that you personally want your

boss has toward you?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 30

How should we match S1, S2, S3, S4 to D1, D2,

D3, D4?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 31

Development Levels
Definition Dimension Definitions
Low Competence
The degree to which subordinates D1 High Commitment
have the competence and
Some Competence
commitment necessary to D2 Low Commitment
accomplish a given task or activity
Mod-High Competence
D3 Low Commitment
High Competence
D4 High Commitment
High Moderate Low
D4 D3 D2 D1
Developed Developing
Developmental Level of Followers
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 32

How Does The Situational Approach Work?

Employee’s Leader’s
Developmental level Leadership style
D1 Low Competence S1 – Directing
High Commitment High Directive-Low Supportive

D2 Some Competence S2 – Coaching

Low Commitment High Directive-High Supportive

D3 Mod-High Competence S3 – Supporting

Low Commitment High Supportive-Low Directive

D4 High Competence S4 – Delegating

High Commitment Low Supportive-Low Directive
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 33
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 34

How should we match S1, S2, S3, S4 to D1, D2,

D3, D4?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 35
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 36
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 37
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 38
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 39

Servant Leadership

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 40

Servant Leadership Defined

⯍ Greenleaf Definition (1970):

“Servant leadership begins with the natural feeling that one wants to
serve, to serve first. Then conscious choice brings one to aspire to
lead…The difference manifests itself in the care taken by the
servant – first to make sure that other people’s highest priority
needs are being served. The best test…is: do those served grow
as persons; do they, while being served, become healthier, wiser,
freer, more autonomous, more likely themselves to become
servant? And, what is the effect on the least privileged in society;
will they benefit, or, at least, will they not be further deprived?”

[Link]
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 41

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 42

10 Characteristics of a Servant Leader (Spears, 2002)

1. Listening - acknowledging the viewpoint of followers and
validating these perspectives.
2. Empathy – “standing in the shoes” of another person and
attempting to see the world from that person’s point of view.
3. Healing – in helping followers become whole, servant leaders
are themselves healed.
4. Awareness – understanding oneself and the impact one has
on others.
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 43

10 Characteristics cont.
5. Persuasion – creates change through gentle,
nonjudgmental argument.
6. Conceptualization – the ability to be a visionary for an
organization.
7. Foresight – the ability to predict what is coming based on
what is occurring in the present and what has happened
in the past.

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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 44

10 Characteristics cont.
8. Stewardship – carefully managing the people and
organization one has been given to lead. Holding the
organization in trust for the greater good of society.
9. Commitment to the Growth of People – treating each
follower as a unique person with intrinsic value beyond
what he/she contributes to the organization.
10. Building Community – allowing followers to identify with
something greater than themselves that they value.

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More on Leadership models
Northouse - Leadership Theory and Practice, 9th Edition © 2021 SAGE
Publications, Inc.

> Chapter 16: Team Leadership

- Key factors influence the effectiveness of virtual teams
- Hill model: Leadership decisions and Team effectiveness