Key Takeaways
- Servant leadership prioritizes serving the team by removing obstacles, providing resources, and supporting team members' growth
- Situational Leadership II (Hersey-Blanchard) identifies four leadership styles: Directing, Coaching, Supporting, and Delegating based on team member competence and commitment
- Effective leaders set a clear vision and mission to align team efforts toward project goals
- Leadership is about influence rather than formal authority - project managers often have limited positional power
- Leaders must adapt their style to the competence and commitment levels of individual team members
Leading a Team
Leadership is at the heart of project management. The PMP Exam Content Outline emphasizes that project managers must be effective leaders who can inspire, motivate, and guide their teams toward project success. Task 2 of the People Domain focuses on leading a team, which includes setting vision, supporting diversity and inclusion, valuing servant leadership, and adapting leadership styles to different situations.
Vision and Mission
A fundamental leadership responsibility is establishing and communicating a clear vision and mission for the project.
Vision vs. Mission
| Element | Definition | Example |
|---|---|---|
| Vision | The future state the project aims to achieve; the "what" and "why" | "Become the market leader in customer self-service" |
| Mission | How the project will achieve the vision; the approach and values | "Deliver an intuitive mobile app that reduces support calls by 50%" |
Benefits of Clear Vision and Mission
- Alignment - Team members understand how their work contributes to goals
- Motivation - Inspiring purpose drives engagement and commitment
- Decision-Making - Framework for evaluating options and priorities
- Cohesion - Shared purpose builds team unity
Servant Leadership
Servant leadership is the preferred leadership philosophy in PMI's approach to project management. Developed by Robert Greenleaf, it inverts the traditional power hierarchy by placing the leader in service to the team.
Core Principles of Servant Leadership
| Principle | Description |
|---|---|
| Serve First | The leader's primary goal is serving others, not personal advancement |
| Remove Obstacles | Clear impediments that block team progress |
| Provide Resources | Ensure the team has what they need to succeed |
| Shield the Team | Protect from interruptions, politics, and unnecessary distractions |
| Develop People | Mentor, coach, and help team members grow |
| Share Authority | Empower team members to make decisions |
Servant Leadership in Practice
A servant leader asks: "What do you need to be successful?" rather than "What have you done for me?"
Examples of Servant Leadership Actions:
- Facilitating team discussions rather than dictating solutions
- Advocating for team needs with sponsors and stakeholders
- Providing training and development opportunities
- Creating a safe environment for experimentation and learning
- Celebrating team successes and taking accountability for failures
Situational Leadership
Not every situation calls for the same leadership approach. The Situational Leadership II model, developed by Paul Hersey and Ken Blanchard, proposes that effective leaders adapt their style based on the development level of team members.
The Two Dimensions
- Directive Behavior - The extent to which the leader provides specific instructions, defines roles, and closely supervises
- Supportive Behavior - The extent to which the leader listens, encourages, facilitates, and provides emotional support
The Four Leadership Styles
| Style | Directive | Supportive | When to Use |
|---|---|---|---|
| S1: Directing | High | Low | New team members lacking competence but enthusiastic |
| S2: Coaching | High | High | Team members developing competence but needing motivation |
| S3: Supporting | Low | High | Competent team members lacking confidence |
| S4: Delegating | Low | Low | Highly competent and committed team members |
Development Levels
Team members progress through development levels, and leaders should match their style accordingly:
| Development Level | Competence | Commitment | Appropriate Style |
|---|---|---|---|
| D1: Enthusiastic Beginner | Low | High | S1: Directing |
| D2: Disillusioned Learner | Low-Moderate | Low | S2: Coaching |
| D3: Capable but Cautious | Moderate-High | Variable | S3: Supporting |
| D4: Self-Reliant Achiever | High | High | S4: Delegating |
Leadership Styles in Depth
Directing (S1)
Characteristics:
- Provide specific instructions and close supervision
- Define tasks, timelines, and methods
- Make most decisions yourself
- Focus on "what, when, where, and how"
Application:
- New team members just starting a role
- Team members unfamiliar with the task or technology
- Crisis situations requiring immediate action
- When errors could have serious consequences
Coaching (S2)
Characteristics:
- Continue providing direction but with more dialogue
- Explain the "why" behind decisions
- Solicit input and suggestions
- Provide encouragement and feedback
Application:
- Team members who have some experience but need guidance
- When building skills and confidence simultaneously
- Developing future leaders
- Complex tasks requiring mentorship
Supporting (S3)
Characteristics:
- Share decision-making responsibility
- Focus on listening and facilitating
- Provide resources and remove obstacles
- Build confidence through encouragement
Application:
- Competent team members who doubt their abilities
- Team members returning after absence
- When fostering innovation and creativity
- Experienced professionals in new environments
Delegating (S4)
Characteristics:
- Turn over responsibility for decisions and implementation
- Monitor progress without micromanaging
- Remain available for support when needed
- Trust the team member to deliver
Application:
- Highly skilled, self-motivated individuals
- Senior team members with proven track records
- When you want to develop leadership in others
- Tasks well within the team member's capability
Other Leadership Considerations
Influence vs. Authority
Project managers often have limited formal authority, especially in matrix organizations. Effective leadership relies on:
| Influence Technique | Description |
|---|---|
| Expert Power | Influence based on specialized knowledge or skills |
| Referent Power | Influence based on charisma and personal relationships |
| Reward Power | Ability to provide recognition, bonuses, or opportunities |
| Legitimate Power | Authority derived from formal position |
| Informational Power | Access to important information and networks |
Supporting Diversity and Inclusion
Modern project leaders must:
- Value and leverage diverse perspectives
- Create an inclusive environment where all voices are heard
- Recognize and address unconscious biases
- Adapt communication styles for cultural differences
- Ensure equitable opportunities for team members
Emotional Intelligence
Effective leaders demonstrate high emotional intelligence (EQ):
- Self-Awareness - Understanding your own emotions and their impact
- Self-Regulation - Managing emotions and impulses
- Motivation - Internal drive toward achievement
- Empathy - Understanding others' emotions and perspectives
- Social Skills - Building relationships and influencing others
Key Points for the PMP Exam
- Servant leadership is PMI's preferred leadership philosophy
- Adapt your style to match team member development levels
- Leadership is about influence, not just formal authority
- Vision and mission provide direction and purpose
- Emotional intelligence is essential for effective leadership
A new team member joins your project with enthusiasm but lacks experience with the technology being used. According to Situational Leadership, what leadership style should you use?
Which of the following best describes servant leadership?
A senior developer on your team is highly skilled and self-motivated, consistently delivering excellent work with minimal oversight. What leadership style is most appropriate?