Project Management Leadership: Building Creative Teams -- Copyright -- Contents -- Foreword -- Authors' Notes -- Chapter 1: Introduction to Project Management Leadership -- How to Use This Book -- 1. History of Project Management -- 2. Project Manager's Portfolio of Skills -- 3. Project Management Body of Knowledge -- 3.1 Human Resource Management -- 3.2 Project Communication Management -- 3.3 Project Stakeholder Management -- 3.4 APM BoK -- 4. Project Lifecycle -- 5. Project Management Leadership -- Chapter 2: Project Governance and Ethics -- 1. Project Lifecycle -- 2. Project Governance -- 3. Project Ethics -- Chapter 3: Project Leadership BoK -- 1. What is Project Leadership? -- 2. Project Vision and Inspiration -- 3. Leadership Vision vs. Project Lifecycle -- 4. Project Strategy -- 5. Empowerment and Self-Control -- 6. Control Freaks -- 7. Collaboration -- 8. Success -- Chapter 4: Project Organization Structures -- 1. What is a Project Organization Structure? -- 2. Functional Organization Structure -- 2.1 Functional Organization Structure Advantages -- 2.2 Functional Organization Structure Disadvantages -- 3. Matrix Organization Structure -- 3.1 Matrix Organization Structure Leadership -- 4. Pure Project Organization Structure -- 4.1 Pure Project Organization Structure Leadership -- Chapter 5: Leadership Behaviors -- 1. What are Leadership Behaviors? -- 2. Competent Project Leadership -- 3. The Logic of Failure -- 4. Covey's Seven Habits -- 5. Effective and Unsuccessful Leadership Behaviors -- Key Points -- References -- Chapter 6: Leadership Theories and Styles -- 1. Leadership Theories -- 1.1 'Great Person' Theory -- 1.2 Trait Theories -- 1.3 Behavioral Theories -- 1.4 Contingency and Situational Theories -- 1.5 Transactional Theories -- 1.6 Transformational Leadership Theories -- 2. Action Centered Leadership -- 3. Situational Leadership.

3.1 Situational Leadership/Development Matching -- 4. Authority -- 5. Emotional Intelligence (EI) Leadership Styles -- 5.1 Visionary Style -- 5.2 Coaching Style -- 5.3 Affiliative Style -- 5.4 Democratic Style -- 5.5 Commanding Style -- 5.6 Pacesetting Style -- 6. Linking Leadership Styles to Projects -- Key Points -- References -- Chapter 7: Power to Influence -- 1. What is Power to Influence? -- 2. Matrix Organization Structure -- 3. Responsibility-Authority Gap -- 4. Power to Influence -- 5. Power and Influence vs. Project Lifecycle -- 6. Formal Authority -- 7. Coercive Power -- 8. Reward Power -- 9. Expert Power -- 10. Charisma Power -- 11. Communication Power -- 12. Leadership Power -- Chapter 8: Resistance to Change -- 1. What is Resistance to Change? -- 2. Why is There Resistance to Change? -- 3. What is the Rationale for Resisting the Change? -- 4. What Can the Leader do About Resistance to Change? -- 4.1 Recognizing Resistance to Change -- 4.2 What Can Leaders Focus On to Promote Change? -- 5. Ideas About How Change Happens -- 5.1 Elisabeth Kubler Ross: The Change Transition Process -- 5.2 Double-Loop Learning -- 6. Everett Rogers - Diffusion of Innovations -- 6.1 Diffusion Roles -- 7. Conclusions -- Key Points -- References -- Chapter 9: Emotional Intelligence -- 1. Emotional Intelligence Domains -- 2. The Four Emotional Intelligence Domains -- 2.1 Emotional Intelligence Leadership Competencies -- 3. Leaders Need Emotional Intelligence (EI) -- 4. Perception of Emotional Competence -- Key Points -- References -- Chapter 10: Leadership vs. Management -- 1. Leadership vs. Management -- 2. Dealing with People -- 3. Entrepreneurship Skills -- Chapter 11: Working with Stakeholders -- 1. Who is a Project Stakeholder? -- 2. Stakeholders vs. Project Lifecycle -- 3. Stakeholders and Interested Parties -- 4. Networking -- Chapter 12: Project Teams.

1. Project Teams vs. Project Lifecycle -- 2. Why Companies Use Project Teams -- 3. The Individual's Purpose for Team Membership -- 4. Team Leader's Ability -- 5. Team Charter -- 6. Why Teams Win -- 7. Why Teams Fail -- Chapter 13: Teams vs. Groups -- 1. The Difference Between Groups and Teams -- 2. Moving from Being a Group to Being a Performing Team -- 3. Working Groups or Teams? -- 4. How Can we Achieve Significant Performance Results? -- 4.1 Themes and Identity -- 4.2 Enthusiasm and Energy Level -- 4.3 Event-Driven Histories -- 4.4 Personal Commitment -- 4.5 Performance Results -- 5. Dangers of High Group Cohesion: Groupthink -- 5.1 Causes of Groupthink -- 5.2 Symptoms of Groupthink -- 5.3 Classic Cases of Groupthink -- 5.4 Preventing Groupthink -- 5.5 Abilene Paradox -- Key Points -- References -- Chapter 14: Team Roles -- 1. Summary of Team Roles -- 2. Belbin's Team Roles -- 3. Avoiding Confusion Between Similar Types -- 3.1 Plant or Resource Investigator? -- 3.2 Plant or Monitor Evaluator? -- 3.3 Resource Investigator or Coordinator? -- 3.4 Coordinator or Shaper? -- 3.5 Team Worker or Coordinator? -- 3.6 Implementer or Completer Finisher? -- 3.7 Completer Finisher or Specialist? -- 4. Belbin's Team Styles in a Leadership Context -- 5. Combining Primary and Secondary Styles -- 6. Team Roles Surfacing at Different Stages of a Project -- 6.1 Problem Conception and Identification -- 6.2 Solution Design -- 6.3 Realization / Implementation of the Solution -- 6.4 Resolution of the Problem -- 6.5 Applicability of Belbin's Model -- 7. How to Use Team Role Models -- Key Points -- Further Reading -- Chapter 15: Team Development Phases -- 1. Team Focus -- 2. Team Performance -- 3. Forming Phase -- 3.1 Individual Considerations (Forming Phase) -- 3.2 Team Considerations (Forming Phase) -- 3.3 Task Considerations (Forming Phase).

3.4 Leadership Considerations (Forming Phase) -- 4. Storming Phase -- 4.1 Individual Considerations (Storming Phase) -- 4.2 Team Considerations (Storming Phase) -- 4.3 Task Considerations (Storming Phase) -- 4.4 Leadership Considerations (Storming Phase) -- 5. Norming Phase -- 5.1 Individual Considerations (Norming Phase) -- 5.2 Team Considerations (Norming Phase) -- 5.3 Task Considerations (Norming Phase) -- 5.4 Leadership Considerations (Norming Phase) -- 6. Performing Phase -- 6.1 Individual Considerations (Performing Phase) -- 6.2 Team Considerations (Performing Phase) -- 6.3 Task Considerations (Performing Phase) -- 6.4 Leadership Considerations (Performing Phase) -- 7. Maturing and Declining Phases -- References -- Chapter 16: Team-Building Techniques -- 1. What is Team Building? -- 2. Level One: Interpersonal Team Building -- 3. Level Two: Team Roles -- 4. Level Three: Shared Vision -- 5. Level Four: Task Focused -- 6. Outdoor Team Building -- 6.1 Why Management Team Building? -- 6.2 Why Outdoor Team Building? -- 6.3 Outdoor Action Learning -- 6.4 Why Go Sailing? -- Chapter 17: Coaching and Mentoring -- 1. Coaching Helps us Get Better at What we Already Do -- 2. Coaching Skills -- 2.1 Identify Goals -- 2.2 Focus on the Learner -- 2.3 Identify Available Options -- 2.4 Revisit the Objectives for the Session -- 3. Mentoring -- 4. The Relationship -- 5. Feedback -- 5.1 What are the Skills of Giving Feedback? -- 5.2 Receiving Feedback -- 5.3 Should We Always Give Feedback? -- Key Points -- Further Reading -- Chapter 18: Negotiation -- 1. Win-Lose Strategy -- 2. Win-Win Strategy -- 3. Lose-Lose Strategy -- 4. Negotiation Tactics -- 5. Networking Skills -- 6. Bargaining -- 7. Dispute Resolution -- Chapter 19: Motivation -- 1. Motivation -- 2. Motivation Cycle -- 3. Herzberg's Motivation and Hygiene Theory -- 4. McClelland's Motivational Needs Theory.

5. Maslow's Hierarchy of Needs -- 6. Motivation and Leadership Style -- 7. Seven Rules of Motivation (for project managers) -- References -- Chapter 20: Delegation -- 1. Reasons for Delegating -- 2. What Can be Delegated? -- 3. Delegation: Simple Rules for Success -- 4. Delegation Contract -- 5. Problems with Delegation -- Key Points -- Chapter 21: Communication -- 1. Communication Theory -- 2. Communication Plan -- 3. Project Meetings -- 4. Teamwork vs. Communication -- References -- Chapter 22: Conflict Resolution -- 1. Conflict in the Workplace -- 2. Dealing with Conflict -- 3. Drama Triangle -- 3.1 Getting out of the Drama -- 4. Transactional Analysis -- 4.1 Ego States -- 4.2 Applying the TA Model -- 4.3 Driver Behavior or Working Styles -- Key Points -- References -- Chapter 23: Problem Solving -- 1. Types of Problems -- 2. The Nature of Problems -- 3. Problem-Solving Process -- 4. Define Objectives and Problem Definition -- 5. Identify Problems or Opportunities -- 6. Gather Data and Present Information -- 6.1 Data Mapping -- 6.2 Sense Making -- 6.3 Identify Constraints -- 6.4 Break Down the Problem -- 6.5 SMART Objectives -- 6.6 Problem Definition -- 7. Identify a Range of Solutions -- 7.1 Brainstorming -- 8. Blocks to Problem Solving -- 9. Solutions and Options -- References -- Chapter 24: Decision Making -- 1. The Decision-Making Process -- 1.1 Determine Objectives -- 1.2 What Decisions are Required? -- 1.3 Gather Information -- 2. Decision-Making Continuum -- 3. Quality Function Deployment (QFD) -- 4. Decision Tree Analysis -- 5. Decision-Making Pitfalls -- 6. Communicate the Decision -- Key Points -- References -- Appendix: Lost At Sea -- Lost at sea experts' opinion -- Glossary -- Index.