What Makes a Great Leader in Project Management?
As a project manager, you are as much of a leader as you are anything else. People are not an afterthought of any brilliant PM; in fact, they are usually their primary thought. There will be times where the sole differentiator between PMs will not be their knowledge of methods, processes, or logs, but simply how they conduct themselves when relied upon by others. So how should a PM lead effectively?
Clear decision making
In times of crisis, a leader needs to take clear, decisive action. There should not be moments where team members need to question who is at the wheel, especially when things are going wrong.
When in crisis, the traits of a good leader are confidence, competence, and clarity. No matter what, they must be able to act. I am not saying every decision they make will be correct, but at least they can justify why they want to go down a certain route and inspire others to join them on the journey.
Additionally, knowing when not to be involved is a key aspect of leadership. A PM should also recognise that when certain situations arise, it can sometimes be best to keep your powder dry. They should ensure that they do not engage the project or the team in potentially harmful or damaging situations. Great leaders make action-based decisions, but they also recognise when avoiding a scenario is the best decision.
Being a cheerleader
As much as we are talking about leaders, one of the most important things they do is actually bring the best out of other people. I nickname a good leader a “cheerleader” as in many practical situations this is exactly what they need to be.
The best leaders encourage, enable, and explore opportunities for team development. As a team leader, you should be offering upskill opportunities where appropriate and trying to elevate the entire team. The age-old saying of “we are only as strong as our weakest team member” is quite apt, so leaders are always pushing their subordinates.
A listening ear
No matter what, as a leader you always have a duty of care over the team. Both previous paragraphs have focused on more objective aspects of leadership, but nothing can do justice to the importance of being there for the team emotionally when needed.
When motivation dips, when people have a bad day, when external factors beat the team down, who will be there for them if not the leader? You are a protective layer over the team and should be shielding them from unnecessary criticism and damaging opinions.
Adaptability
So really what does make a good leader? The answer: adaptability. The leaders who stand out are those who can adjust their leadership style based on the scenario in front of them and the level of competence within the team.
Nobody wants to work for an authoritarian leader all the time, but in a time of crisis, they work brilliantly. Alternatively, nobody wants a soft, democratic, flimsy leader all the time, but in moments of emotional struggle, they are brilliant at picking people up and rebuilding them.
Situational Leadership Summary
This whole blog leads to a brilliant model I teach in IPMA – Hersey and Blanchard’s Situational Leadership Model. With four quadrants:
Directing
Supporting
Coaching
Delegating
We can very quickly identify which leadership style works best for each scenario.
Having a tool like this in your pocket enables you to be not only a fantastic leader, but a brilliant and well-rounded project manager.
IPMA covers many more models including motivation theories, bases of power, and coaching techniques. If you are interested in joining me on a deep dive into IPMA and these models, get in touch and I can connect you to an ATO full of professionals who can help.