The Leadership Myth In Project Management
Leadership – it’s a huge topic. There’s almost unlimited commentary and discussion to be found in mainstream media and in specialised industry articles. The subject sparks much interest in our own industry too. Indeed, everywhere I turn there are people at all levels talking about how project managers need to be leaders; to have leadership skills.
They then go on to define leadership and as I pursue the conversation what they are all looking for is someone who can cause the troops to follow them without dictate or intervention from senior management. People with the personal charisma and charm to cause everyone to want to achieve the project outcomes.
BUT they must stay subservient to the level of their boss and they must not upset anyone along the way – especially not the heroes or key players.
Should humanity ever produce such a person, it is doubtful whether they will be working on an IT project.
History tells us, from all fields of endeavour, leaders have enemies, leaders aren’t universally liked and not everyone falls into line behind them. From history we also know that leaders are able to excite a particular sector within their community – and depending on their agenda to neutralize, obliterate or dominate through fear, their enemies.
There is no reason at all why project management should be any different. We already accept it in senior executives and dare I say it CIOs.
What it boils down to is the personal power to have enough of the people on side to cause the desired outcome. Enough of the people, including senior management. If the project manager can get them on side then they will be willing and prepared to back the PM as required.