Unit II Case Study leadership

Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 1 An Empirical Study of Leadership Styles Cameron Boykins , Scott Campbell, Michelle Moore, Shikha Nayyar Drexel University, USA [email protected] , [email protected] , [email protected] , [email protected] Abstract This study examined the usage of different leadership styles as they relate to position, industry and various situations . Both project team members and project managers from four different industries completed surveys . Initially , we believed that participant’s position, industry and different situ ations would have no effect on the leadership styles being employed in a project , and our target was to find the best leadership style. U pon deeper analysis of the data gathered from various industries, the results were surprisingly different. The analysis of the study revealed how the participant’s position and industry affected the leadership styles and how the opinions of both the Team Members and Project Managers change when subjected to various circumstances. Some very interesting questions and situati ons have been analyzed in this report even though the number of subjects and industries surveyed were limited in scope . Keywords : Leadership style, project managers, team members Introduction In terms of leadership styles a wide variety exists for one to employ. There isn’t firm co nsensus as to which style s prove to be the most effective. Different situations call for different approaches, however , is there a correlation between industry, team demographics, and age as to which method is most utilized? The team seeks to examine these numerous methods of managerial leadership to determine which are most applied and considered most effective. Furthermore, respondents were Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 2 asked which style they pre ferred their own managers to employ. As a counterpart, the team was also interested in understanding which styles were least utilized. A sample of thirty respondents from four different industries and backgrounds were surveyed to assist the team with sever al questions. Firs t, a short series of demographic questions were asked of the respondents to determine the makeup of the sampling pool. Ideally, the group sought to survey a diverse pool of male and fe male managers and team members. Also, different ages w ere examined as a way of determining if there are new trends emerging in management . Second , a variety of situationa lly based questions were asked to determine which method would be appl ied under given circumstances. This revealed what method managers employed despite earlier notions of what styles they preferred. Both qualitatively and quantitatively, the group believes that the results will reveal that a mix of styles will be applied for various circumstance s, and indeed in real life situations. If a manager is met with changing scenarios then a mix of styles will be employed. Literature Review Command & Control Leadership According to the article, Five Leadership Styles for Successful Project Management, the Command & Control Style is a form of leadership that is useful in situations in which one is more familiar with what is needed to execute an objective and the person/persons that one are working with are unfamiliar. The Command & Control style is utilized mainly when there is a crisis or when working with individuals who are not knowledg eable about a particular task. People who have little to no knowledge about a task or assignment need direction , which makes it useful to use this technique with beginners. Those who are very effective managers are able to determine when it is necessary to use this technique, as it is not a very popular leadership style amongst project team Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 3 members (Meyers, 2012). A leader utilizing the Command & Control style of management can be very helpful in getting an organization back on the right track. This type of leader is excellent in problem solving and dealing with challenges that arise throughout a project, as well as helping to find solutions or alternative ways to handle situations. Command & Control leaders wo rk best when directive leadership is expected. An example of this would be the military, in which there is one clear -cut leader and subordinates that follow his direction. In the article, How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail, it point s out that Command & Control is centered on keeping power over people and processes within an organization. In projects that can be separated or protected from outside influences and the outset and the plan of the project can be created and performed through a number of stabilized circumstances. In a Command & Control environment, employees don’t have to change significantly and do not have to be fully on board with a project to ensure that it is successful. However, this does not mean that a project under this type of leadership will be successful, especially in projects in which there is a transitional period.

These projects are rarely successful when using Command & Control (Anderson, Anderson, 2013). An article entitled , The Command and Control Management Method points out one of the downsides to the Command & Control Style approach. The article says that oftentimes, management may not have much time to micromanage an entire team, especially when there are not many managers. With projects in which everyone is working on something different, this type Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 4 of management can really prove ineffective because management may take place for an instance, but will disappear over time due to a manager having to be responsible for micromanaging other members of the team. This can cause major problems because a manager will not be able to see if what they were responsible for managing was executed effectively to create the outcome desired (Spolesky, 2006). Relations -Oriented Leadership The article Five Leadership Styles for Successful Project Management states , “effective managers build rapport among people on their team. They encourage them to bond with each other, work as a team and focus people on common goals ” (Meyers, 2012). Leaders utilizing the Relations - Orie nted style of management focus on motivating other team members as well as their overall well -being. An article entitled, Tasks vs. Relationship L eadership Theories , illustrates that a Relations - Oriented leader is one that is more concerned about their interactions with people and as “those who often act as mentors to their subordinates.” These leaders take time to set up appointments with their emp loyees and take the feedback given as a factor in the decision - making process and try to make the work environment as enjoyable and positive (Morley, 2013.) Leadership Styles - Leadership Skills from Mindtools , outlines many of the qualities of the Relating style of management. Leaders who take on this type of management are focused on “organizing, supporting and developing the people on their teams.” This style works well in that it encourages participation and working as a team to execute goals. Th ese types of leaders encourage strong Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 5 communication and the utilization of good collaboration and teamwork. With Relations -Oriented leadership, everyone is treated equally on the team and are very approachable. These type s of leaders focus on the everyone ’s well -being in the group and try to make themselves as available as possible for those members in need of advi ce. The article also addresses the benefit s and downside s of this type of leadership. It illustrates that “the benefit of this leadership style is that people -oriented leaders create teams that everyone wants to be a part of” and oftentimes, members of a team will be more than likely to take risks due to the fact that they have a leader that will provide them with support. In regards to the downsi de of Relations -Oriented leadership, it states that “some leaders can take this approach too far”, and may put more focus into their team’s development as opposed to task (MindTools.com, 2013). Hands -On Leadership Five Leadership Styles for Successful Pro ject Management states that the Hands -On style of management is most effective “when project managers need to step in and get a job done” (Meyers, 2012). A piece by writer Linda Ray entitled , What is Hands -On Leadership? describes true Hands -on leadership as being able to fully assume the role of leadership, steering from the front, and having the ability to work together with employees to achieve the objectives that the company has in mind. An article from another website, written by Eryn Travis, also en titled What is Hands -On Leadership? defines hands -on leaders as those who “straddle the worlds of leadership and Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 6 management by creating a vision and modeling behavior but never completely detaching from the day -to-day needs and operations of the business.” Hands -on leadership entails the blending of leadership with management and giving feedback on a consistent basis, establishing coaching sessions with employees, demonstrating by example , and keeping the line of communication open . An advantage that comes with this style is having both the positive and negative organization and customer news because this allows a hands -on leader to have a better understanding of the industry they are in. A disadvantage is that the Hands -On style of leadership may not be use ful in situations in which there may be en experienced and effective worker already performing at a high level (Travis, 2013). The piece, Hands on Managers vs. Micromanagers discusses some of the basics, as well as pros and cons of Hands -On style managem ent. A manager that uses this approach is involved along with employees that are working on tasks. One of the pros of Hands -On managers is their ability to lead by example, due to their “willingness to engage in the same type of work as their employees.” As a result, they are also more cognizant of members that need to be coached or trained. However, this close involvement with employees can also be negative, because it can “alienate workers and prevent the manager from supervising and coaching his team” ( Kokemuller, 2013). Coaching Leadership The Coaching Management is described in the article , Five Leadership Styles for Successful Project Management , as a style that is meant to help with the development of people from a long - term standpoint. Leaders using this style advise their team members and then follow up with them Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 7 to make sure that their goals are met on time (Meyers, 2012). The article , 6 Leadership Styles, And When You Should Use Them , expresses similar sentiments on leaders that take on the Coaching style. It mentions that a coaching leader “develops people for the future” and as a style that is most effective “when the leader wants to help teammates build lasting personal strengths that make them more successful overall.” The article also po ints out that this technique is least effective when members of a team are not open to feedback or willing to learn (Benincasa, 2012). Another article titled, How Coaching as a Leadership Style Boosts M orale , goes in more depth about the Coaching leadersh ip style, naming five reasons for why it works. The article notes these five reasons for its success, saying that “coaching levels the playing field, coaching builds up confidence and competence, coaching promotes individual and team excellence, coaching develops h igh commitment to common goals a nd coaching produces valuable leaders.” The Coaching style of leadership is also good for boosting morale. Leaders are able to boost the morale of team members by trying to find areas in which they are strong and w eak in and being able to tie these in with a team member’s career goals. Leaders who are good at utilizing the Coaching style are able to assign challenging tasks. For le aders looking to build up another’ s skill capacity, the Coaching leadership style is v ery effective and intelligent from an emotional standpoint. The article also discusses how some managers used Coaching management on their selves as a Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 8 way of self -coaching and were able to find solutions to their own problems with good results. As a resul t, these managers became more confident and more in control, as well as experiencing a lesser amount of stress (Henson, 2013). Democratic Leadership The Democratic management style emphasizes the importance of input from team members. The article, Five Leadership Styles for Successful Project Management describes the Democratic style as being about building the team consensus and being great when managers use it in planning. It is beneficial in planning because the input that gained from people, esp ecially those that actually implement the plan, it will become “reality -based” and it minimizes the chance of leaving something out that is critical to an objective. The article also says great managers use Democratic leadership in planning because it give s people the perception that “their voice has been heard and they own the plan. ” This method of democratic planning makes all parties involved want to buy - in to the plan (Meyers, 2012). According to the article from MindTools.com entitled, Leadership Styles – Leadership Skills from Mindtools.com, democratic leaders are able to make final decisions while also including team members in the process of making decisions. Democratic leaders encourage creativity amongst the team , and members of the team are also very engaged in the projects. Mentioned in the article are also some of the positives and negatives of the Democratic management style. Due to the inclusion of team members in many of the decisions made regarding the project, team members ar e said to be very satisfi ed with their job and production . This enables team members to feel like they are in control of the outcome, which makes them more motivated Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 9 to work in an efficient manner other than just for the reward they receive from a financia l standpoint. One of the downsides to Democratic leadership is that it can take time for participation to occur, which can slow down the decision -making process. However, the result of this approach is good when it is essential to work as a collective un it, and also “when quality is more important than efficiency or production.” Another negative that comes with this style of leadership is that because it is better used when working as a group and in a patient manner, it can “hinder situations when speed o r efficiency is essential.” This is true in situations in which there is a crisis and a team does not have the time needed to gather opinions from everyone. In addition to this, team members may not be knowledg eable enough to give high quality feedback (Mi ndTools, 2013). An article on leadership -toolbox.com entitled The Democratic Leadership Style describes the Democratic leadership style as being a very open style of leadership in which discussion amongst the team is free -flowing. It involves the encoura gement of people sharing their ideas, and then processing the ideas to figure out the best solution possible. Some good fits that were listed as good first for Democratic leadership were creative groups that focus on advertising or design, consulting, most of the service industry, and education. One of the ways in which this style is most effective is when the line of communication is open.

Everyone needs to feel comfortable enough to communicate their ideas so that all options are examined. Another way in which this style can be successful is whe n the discussion is focused. It Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 10 cannot be a random assortment of ideas. The leader is responsible for keeping the discussion on - topic (Leadership -Toolbox, 2008). Methodology Participants Participants included 21 project team members and nine project managers (19 males and 11 females) in four different industries. The project team members included personnel from shared services as well as personnel from the project management office. All participants were also categorized into five specific ag e groupings. Materials A questionnaire (Appendix A) was developed with four demographic questions and nine scenario based questions relating to project management leadership. Each of the nine questions had six answer choices, five predetermined leadership styles, and blank line where the participant could write in their own answer to the question. There was comments section provided on the last page. Each participant would receive a paper or electronic copy of the questionnaire. Procedure Ind ividuals volunteering for the study were provided a brief description of the study and asked to complete the demographics questions prior to starting the survey. The i ndividuals were briefed on the five predetermined project management styles . They were also briefed that they could select to insert a different leadership style if they believed that none of the five would be correct for the scenario . Each member of the study was provided a paper or electronic copy of the questionnaire. The participants were asked to put a check in the box next to the answer that they believe to be Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 11 correct. At the end of the questionnaire participants were given a comments section to expound on any of the questions or to comment about project management leadership in general. All participants were given 4 days to complete the survey and return it to the individual who provided it to them. The complete survey was conducted over a twelve day period from 21 November to 3 December 2013 , in Virginia , Maryland, New Hampshire and Colorado. Description and Analysis of Project Data gathered (Appendix B) is analyzed usi ng various statistical tools. The group analyzed data and divided it into two parts: Quantitative and Qualitative analysis. Quantitativ e Analysis In this analysis, the main focus was on the data gathered from Q1, 3, 4 and 5 of Appendix A. This analysis has been divided into further subgroups. These are: (i). Least and Most utilized methods Graph 1: Analysis of Q1 of questionnaire showing the most and least utilized method based on Gender (F=Female and M=Male) Based on the analysis of Q1of questionnaire , the group can analyze that method ‘E’ i.e. ‘The Coaching Management Style’ is the mo st utilized style with 11 participants out o f 30 opting for it. 3 1 5 2 1 6 3 1 6 2 0 5 10 15 A B C D E F F M Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 12 On the other hand, for least utilized method, there is a tie between method ‘A’ and ‘D’ i.e. ‘The Command and Control Style’ and ‘T he Hands -on Style’ respectively. (ii). Team Members response v/s Project Managers response Row Labels A B C D E F Grand Total PM 1 2 2 2 2 9 TM 7 2 1 9 2 21 Grand Total 1 9 4 1 11 4 30 Table1: Response table of Project Managers (PM) and Team Members (TM) for Q1of questionnaire Graph 2: Analysis of Q1of questionnaire showing the difference in response between Project Managers and Team Members Based on the analysis of Q1 of questionnaire and from the Table and Graph above, we can conclude that Project Managers do not have an inclination towards any one specific styl e. On the other hand, Team Members have a huge inclination towards style ‘E’ and ‘B’ i.e. ‘The Coaching Management Style’ and ‘The Relating Management Style’. 0 5 10 15 20 25 PM TM F E D C B A Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 13 (iii) . Effect of leadership styles on various industries Row Labels B C D E Grand Total EDUCATION INDUSTRY 0.00% 66.67% 0.00% 33.33% 100.00% GOVERNMENT CONTRACTING 23.08% 7.69% 0.00% 69.23% 100.00% LOGISTICS 16.67% 50.00% 0.00% 33.33% 100.00% MEDICAL DEVICES INDUSTRY 25.00% 0.00% 12.50% 62.50% 100.00% Grand Total 20.00% 20.00% 3.33% 56.67% 100.00% Table 2: Percentage analyses of Q5 of questionnaire to detect the effect of l eadership styles on various industries Graph 3: Percentage analysis of Q5 of questionnaire to detect the effect of leadership styles on various industries Based on the analysis of Q5 of questionnaire, one can see that while some industries like the ‘Government Contracting Industry’ and the ‘Medical Devices Industry’ prefer method ‘E’ i.e. ‘The Coaching Management Style’, other industries like the ‘Education Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 14 Industry’ and the ‘Logistics Industry’ have an inclination towards method ‘C’ i.e. ‘The Democratic Management Style’. Qualitative Analysis In this analysis, the main focus was on the data gathered of Q6, 7, 8, 9, 10 of Appendix A. The analysi s has been divided further into various situations: (i). Situation -1 Graph 3: Responses of Project Managers (PM) and Team Members (TM) for Q6 of questionnaire When a situation, where time was a constraint, was provided to Project Managers (PMs) and Team Members (TM), analyzed from Q6 of our questionnaire that both PMs and TMs preferred method of style changed to style ‘D’ i.e. ‘The Hands -On Style’. 3 1 5 5 2 12 1 1 0 2 4 6 8 10 12 14 16 18 A B C D E F PM TM Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 15 (ii). Situat ion -2 Graph 5: Responses of Project Managers (PM) and Team Members (TM) for Q8 of questionnaire When subjected under a situation where the absence of a team member would affect the project deadline, the response of the Project Managers and the Team Membe rs shifted drastically to method ‘D’ i.e. ‘The Hands -On Style’. (iii). Situation -3 1 6 2 7 1 12 1 0 5 10 15 20 A B C D E F PM TM 8 1 1 13 4 3 0 5 10 15 20 25 A B C E PM TM Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 16 Graph 4: Responses of Project Managers (PM) and Team Members (TM) for Q9 of questionnaire When a situation was provided to both PMs and TMs that in case of a project where no - one on the project team has worked with any of the others prior to the project, which manag ement method would you prefer; w e got a huge response for method ‘B’ i.e. ‘The Relating Management Style’. Summary 1. From the analysis of the data, there is a clear difference in opinions of Project Managers and Team Members and how their responses change whe n subjected to different circumstance. Project managers realized from the start that no one management style was ap plicable 100% of the time, and that situation along with the ability of the team had a determination in which leadership style would be used. In all questions , the team members selected twice as many options for answers as did the project managers. The group also analyzed that while the Team Members prefer a specific method to be employed by their P roject M anager s, the P roject Managers themselves prefer switching between various methods when working on a particular project. Team members overwhelmingly se lected the two “softest” style of management (“Relating” and “Coaching”) when asked which style they believed was best when managing a project. However their answers changed dramatically when given the scenario based question s that Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 17 put them in the position of the project manager. The Team members were more apt to select “Hands -on” or “Command and Control”. The study seems to conclude that no one particular management style is correct any all situations and that within the project teams , multiple management styles are needed to get the best results from all team members. It also seems to conclude that particular industries may manage projects differently , which raises additional questions about the type of individuals that work within sp ecific industries and how they manage or are managed. In the end e very leadership style is important when subjected to particular circumstances. Conclusion As previously discussed in the summary the team’s initial assumptions were proven both correct and incorrect. From the limited pool of respondents we gleaned that the softer management styles were preferred overall to both manage with, and to be managed with.

A slight preference was chosen for the coaching management style over the relating style but bo th have similar attributes. The least preferred methods would be the (harder) styles of management although the qualitative questions revealed their necessity to get the job done. The demographics of the respondent pool, however small, might offer a glimp se of the future of Project Management. Despite age, gender, and industry most of the respondents seem to have similar inclinations towards softer styles being utilized unless circumstances require otherwise. This study demonstrates that effective manageme nt correlates to the use of a mix of approaches in team leading. It also provided an exercise in empathy, as team members were forced to reflect on how they would proceed in given situations. Some of Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 18 the respondent’s answers were contradictory, in that th eir preferred method of being managed was not always their chosen method of handling crises. Perhaps, respondents completed the survey with a renewed sense of the complexities that face their respective managers. If there is any single conclusion to draw f rom our data set it is that management and leadership call for good judgment, and that judgment will be needed to determine what style to use, and when. Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 19 References Spolesky, J. (2006, August 8). The Command and Control Management Method - Joel on Software. Retrieved November 19, 2013, from http://www.joelonsoftware.com/items/2006/08/08.html Anderson, D., & Anderson, L. A. (2013 ). How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail | Change Leader's NetworkChange Leader's Network . Retrieved November 20, 2013, from http://changeleadersnetwork.com/free -resources/how command -and -con trol -as-a- change leadership -style -causes -transformational -change -efforts -to fail Meyer, S. (2012, October 20). Five Leadership Styles for Successful Project Management |Lead on Purpose. Retrieved November 19, 2013, from http://leadonpurposeblog.com/2012/10/20/five -leadership -styles -for -successful - project -management/ Kokemuller, N. (2013). Hands -On Managers Vs. Micromanagers | Ch ron.com . Retrieved November 26, 2013, from http://work.chron.com/handson -managers -vs - micromanagers -3516.html Ray, L. (2013). What is Hands -On Leadership? | Business & E ntrepreneurship - azcentral.com . Retrieved November 26, 2013, from http://yourbusiness.azcentral.com/handson -leadership -7838.html Travis, E. (2013). What Is Hands -On Leadership? | Chron.com . Retrieved November 26, 2013, from http://smallbusiness.chron.com/handson -leadership -24933.html MindTools (2013). Leadership Styles - Leadership Skills from MindTools.com . Retrieved November 26, 2013, from http://www.mindtools.com/pages/article/newLDR_84.htm Morley, M. (2013). Task vs. Relationship Leadership Theories | Chron.com . Retrieved November 26, 2013, from http://smallbusiness.chron.com/task -vs -relationship - leadership -theories -35167.html Benincasa, R. (2012, June). 6 Leadership Styles, And When You Should Use Them | Fast Company | Business + Innovation . Retrieved November 26, 2013, from http://www.fastcompany.com/1838481/6 -leadership -styles -and -when -you -should - use -them Henson, R. (2013, January 14). How coaching as a leadership style boo sts morale . Retrieved November 26, 2013, from http://blog.manageelitetraining.com/coaching - boosts -morale/ Leadership -Toolbox (2008). The Democratic Leadership Style . Retrieved November 26, Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 20 2013, from http://www.leadership -toolbox.com/ democratic -leadership -style.html Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 21 Appendix A Survey of PMs and TMs Please answer the three demographic questions below before proceeding to the survey. 1) Industry currently employed in: _________________________ 2) Current Position: Project Team Member Project Manager 3) Gender: Male Female 4) Age: 20 -30 30 -40 40 -50 50 -60 60+ Please choose one of the five styles of Management choices below you feel is best for managing projects. If none is applicable please select answer F and provide your own choice. A. The Command & Control Style: The Project Manager provide s specific direction for everything. B. The Relating Management Style: The Project Manager encourage the team to bond with each other, work as a team and focusing people on common goals C. The Democratic Management Style: This style is all abo ut gaining buy -in and building team consensus D. The Hands -On Style: When the managers feels the need to step in and get the job done. E. The Coaching Management Style: The Project Manager understand s the value of asking questions that direct people to uncover their own solutions. They advise and follow up to be sure people meet their goals on time. F. ___________________________ _ Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 22 Q3. Which of the following leadership styles do you believe most project managers have? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 23 E. The Coaching Management Style F. ____________________________ Q4. Which of the following leadership styles do you or your project manager currently have? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Q5. If you were a team member, w hich of the following leadership styles would you like your project manager to have ? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Q6. If you find yourself in the middle of a situation where you know that you won’t be able to complete your project on time, which style would you choose to succeed ? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 24 E. The Coaching Management Style F. ____________________________ Q7. A team member is creating friction and bad chemistry for the team but has very good productivity . Other team members tell you that he needs t o be taken off, but his productivity has been held in high regard by the project sponsor. What leadership style would you use to handle the situation? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Q8. A hard -working project team member calls out for a week due to an illness. Although he is one of the hardest working team members, his absence could set the project back 2 weeks after the original de adline. What leadership style would you use to continue toward a successful project outcome ? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Q9. You are the project manager for a project where no -one on the project team has worked with any of the others prior to this project. Which of the following leadership styles would you first attempt to employ? A. The Command & Control Style Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 25 B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Q10. You are a member of a NEW project team. Which of the following leadership styles would you prefer your project manager to employ ? A. The Command & Control Style B. The Relating Management Style C. The Democratic Management Style D. The Hands -On Style E. The Coaching Management Style F. ____________________________ Comments:______________________________________________________________ ________________________________________________________________________ ________________________________ ________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 26 Appendix B Survey Demographics Industry Current Position Gender Age Q 1 Q 3 Q 4 Q 5 Q 6 Q 7 Q 8 Q 9 Q1 0 GOVERNMENT CONTRACTING PM M 50 -60 F E F E D B D B A GOVERNMENT CONTRACTING TM F 30 -40 F F F E F E F B B GOVERNMENT CONTRACTING TM F 40 -50 E F A E B E D E E GOVERNMENT CONTRACTING PM M 40 -50 B B B E D B D B A GOVERNMENT CONTRACTING TM M 40 -50 E B E E D B D B E GOVERNMENT CONTRACTING TM M 30 -40 E B E E D A A B A GOVERNMENT CONTRACTING PM M 40 -50 F B F E D B D C B GOVERNMENT CONTRACTING TM M 30 -40 B B B B B B A B B GOVERNMENT CONTRACTING TM F 40 -50 B A B B D A D B B GOVERNMENT CONTRACTING TM F 40 -50 B C C E D B D B B GOVERNMENT CONTRACTING PM M 30 -40 A D A B D B C B A GOVERNMENT CONTRACTING PM M 40 -50 C B C C A B E B A GOVERNMENT CONTRACTING TM M 30 -40 B E B E D E B A E LOGISTICS PM M 50 -60 C E C C D B D B E LOGISTICS TM M 30 -40 B B E E A C A E B LOGISTICS TM M 20 -30 E E E C D C D E E LOGISTICS TM M 40 -50 B C B B A E D B B LOGISTICS TM M 40 -50 C B B C D B D B E LOGISTICS TM M 30 -40 E C E E D E D B E MEDICAL DEVICES INDUSTRY PM F 20 -30 E A E E A B E B E MEDICAL DEVICES INDUSTRY TM F 40 -50 E E E E E B D B E Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 27 MEDICAL DEVICES INDUSTRY TM F 20 -30 C A D B D B D C E MEDICAL DEVICES INDUSTRY PM M 50 -60 E C E E C B D B E MEDICAL DEVICES INDUSTRY TM M 30 -40 D E E D A B A C D MEDICAL DEVICES INDUSTRY TM M 20 -30 E B B E A E D B B MEDICAL DEVICES INDUSTRY TM F 20 -30 E A A E A A A B B MEDICAL DEVICES INDUSTRY PM M 50 -60 B A B B A E D B B EDUCATION INDUSTRY TM F 60+ F A A C D E A C C EDUCATION INDUSTRY TM F 60+ E D A E D B D B C EDUCATION INDUSTRY TM F 20 -30 B D A C D B A C E Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 28 Appendix C Summary of Survey Question s Tables Graphs Q1 Row Labels PM TM Grand Total A 1 1 B 2 7 9 C 2 2 4 D 1 1 E 2 9 11 F 2 2 4 Grand Total 9 21 30 Q3 Row Labels PM TM Grand Total A 2 4 6 B 3 6 9 C 1 3 4 D 1 2 3 E 2 4 6 F 2 2 Grand Total 9 21 30 1 2 2 2 2 7 2 1 9 2 0 2 4 6 8 10 12 A B C D E F PM TM 2 3 1 1 2 4 6 3 2 4 2 0 2 4 6 8 10 A B C D E F PM TM Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 29 Q4 Row Labels PM TM Grand Total A 1 5 6 B 2 6 8 C 2 1 3 D 1 1 E 2 7 9 F 2 1 3 Grand Total 9 21 30 Q5 Row Labels PM TM Grand Total B 2 4 6 C 2 4 6 D 1 1 E 5 12 17 Grand Total 9 21 30 Q6 Row Labels PM TM Grand Total A 3 5 8 B 2 2 C 1 1 D 5 12 17 E 1 1 F 1 1 Grand Total 9 21 30 1 2 2 2 2 5 6 1 1 7 1 0 2 4 6 8 10 A B C D E F PM TM 2 2 5 4 4 1 12 0 5 10 15 20 B C D E PM TM 3 1 5 5 2 12 1 1 0 5 10 15 20 A B C D E F PM TM Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 30 Q7 Row Labels PM TM Grand Total A 3 3 B 8 9 17 C 2 2 E 1 7 8 Grand Total 9 21 30 Q8 Row Labels PM TM Grand Total A 7 7 B 1 1 C 1 1 D 6 12 18 E 2 2 F 1 1 Grand Total 9 21 30 Q9 Row Labels PM TM Grand Total A 1 1 B 8 13 21 C 1 4 5 E 3 3 Grand Total 9 21 30 Q10 Row Labels PM TM Grand Total A 4 1 5 B 2 8 10 C 2 2 D 1 1 E 3 9 12 Grand Total 9 21 30 8 1 3 9 2 7 0 10 20 A B C E PM TM 1 6 2 7 1 12 1 0 5 10 15 20 A B C D E F PM TM 8 1 1 13 4 3 0 10 20 30 A B C E PM TM 4 2 3 1 8 2 1 9 0 5 10 15 A B C D E PM TM Journal of Economic Development, Management, IT, F inance and Marketing, 5(2), 1 -31 Sept 2013 31 Appendix D Project Manager s’ Comments “While the different management styles are all unique, one often has to adopt combinations of management styles a nd at different stages of a situation. This is what makes an effective and successful manager - adapting to each of these as subordinates are all different, and lear n and execute differently based on the management. There is no silver bullet approach.” “An effective manager will be required to use multiple styles of management in leading his team and ensuring successful project completion. Although individuals can rep resent a single style for managing a project, a project manager must have the knowledge, skill and ability to shift his/her style of management depending in the project, project team and/or required outcome. A combination of each of the proposed five style s is the better approach.” “Combination of all styles to effectively support project execution and successful completion of all project tasks.” “You may have considered “negative” management styles as a means to doing sensitivity analysis of the five style s outlined in the survey. For example, the “Hands -Off” style of management, where the project manager refrains from stepping in when the job needs to get done , simply allowing his team to find a way to get the work completed.” “Regardless of which type of style a PM chooses, he must always be in -charge. Some situations require a more participative approach, yet other require a more authoritative approach. Situations and people usually dictate the type required.” Team Members ’ Comments: “As part of the shared services division, I tend to lean towards the coaching management style because it affords team members the opportunity to work towards (with proper guidance/support) as opposed to just being handed the answer.” “Coaching style promotes growth, work hard for a paycheck, work harder for a program, work hardest for a person.” “The right style is not hard and fast answer, even with the same program, manager and team. Probably best described as situational management, the manager uses the style appropria te to the given situation from the toolbox of styles available to him/her.” R epro duce d w ith p erm is sio n o f th e c o pyrig ht o w ner. F urth er r e pro ductio n p ro hib ite d w ith out p erm is sio n.