KARACHI PAKISTAN CHAPTER

Motto: Promote PM-professionalism together through sharing experience

& learning
l

Visit us at: www.pmikarachi.org

40th SESSION
LEADERSHIP – Project Manager
A Change Agent
Team Expertise for PM
 Triple Constraint

Time Cost

Performance
Adapted from Kerzner, 2001
Leadership

An ability to help and make the team to

achieve the desired results effectively

Practiced
P ti d nott iin words
d but
b t in
i attitude
ttit d and
d
actions
General Belief

„ Every one has the ability to be an

effective leader
„ Leadership skills are inspired or drawn
out of each individual
„ The highest levels of leadership skills are
developed from the inside out
„ There is no one preferred leadership
style
„ Great leaders have used many different
styles
Why Leadership

„ Getting the work done through

team
„ Making the team to reach the
desired goal effectively
„ Achieve synergy in team
performance
 Leader verses Manager

„ Leader innovates; Manager administers

„ L d develops;
Leader d l Manager
M maintains
i i
„ Leader investigates reality; Manager accepts
realityy
„ Leader inspires trust; Manager relies on control
„ Leader holds long range perspective; Manager
has short range view
„ Leader ask what & why; Manager ask when &
how
 Leader verses Manager

ƒ Leader has eye on horizon; Manager

has eye on bottom lines
ƒ Leader originates; Manager imitates
ƒ Leader challenges the status quo;
Manager accepts status quo
ƒ Leader is person in own personality;
Manager is a soldier
ƒ Leader does the Right Thing;
Manager do the Thing Right
Moving from
M
Manager to Leader
L d

„ Develop learning
attitude
„ Personal mastery
„ Sh d vision
Shared i i
„ Mental models
„ Team learning
l
„ System thinking
 Personal Mastery

ƒ Learn to expand personal capacity to create result as desired

ƒ Create an organizational environment that encourages
members to develop themselves towards the goal they choose
ƒ Increase own capability
i i with
i allowing
i others to improve
i on
capabilities
ƒ Involve learning to keep both a personal vision and a clear
picture of current reality
Situational Leadership Styles
Situational Leadership

„ Directing Leaders define the roles and

tasks of the 'follower', and supervise
them closely. Decisions are made by the
leader and announced, so
communication is largely one-way.
„ Coaching Leaders still define roles and
tasks, but seeks ideas and suggestions
from the follower. Decisions remain the
leader's prerogative, but communication
is much more two-way.
Situational Leadership
„ Supporting Leaders pass day-to-day
decisions,, such as task allocation and
processes, to the follower. The leader
facilitates and takes part in decisions, but
control is with the follower
follower.
„ Delegating Leaders are still involved in
decisions and problem-solving, but control
is with the follower. The follower decides
when and how the leader will be involved.
What makes High Impact
Leader
„ Understand self control
„ Defined vision
„ Understands others
„ Effective communicator
„ Leads in conflict situation
„ Leader of change
„ Coach & mentor
„ Personal integrity
g y
Indispensable qualities of
A Leader
„ Character
„ Charisma
„ Commitment
„ C
Communication
i ti
„ Competence
„ Courage
„ Discernment
A Leader
„ Focus
„ Generosity
„ Initiative
„ Li t i
Listening
„ Passion
„ Positive attitude
„ Problem solving
A Leader
„ Relationship
„ Responsibility
„ Security
„ S lf di
Self discipline
i li
„ Servant hood
„ Teach ability
„ Vision
 THANK YOU
My Contacts:
Email:
„ President@pmikarachi.org

„ maslammirza@yahoo.com
l i @ h
„ m.aslam.mirza@gmail.com

Cell: 0300-829 2375